Drawing on the lifecycle chasm concept first made popular by Geoffrey Moore (1), Paul Harmon has spoken of a BPM maturity development chasm (2), as shown below. Surveys of BPM Maturity, including the biennial review by BPTrends (3) , show that most organizations that are undertaking some form of process improvement and management are between levels 2 and 3, with many never crossing the chasm to level 3. This is a serious problem because the significant, whole-of-organization benefits are realized at level 3 and above.