What's Your Baseline? Enterprise Architecture & Business Process Management Demystified

Bölümler

• 
  Ep. 119 - Progressive BPM: Volker Stiehl 21.09.2026 1sa 6dk

  It feels as if we have a little streak going on here—guests who question the current operating mode of process teams today beyond just optimizing the existing process landscape. But then what?It is about using "process" to create new value. That's where "Progressive BPM" comes in, created by this week's guest, Volker Stiehl.Volker is Professor of Business Information Systems at Technische Hochschule Ingolstadt and initiator of Progressive BPM. With his "Processes First" principle, he shows how companies turn innovative ideas into executable digital business models. As the faculty’s Startup Commissioner, he also supports new ventures, following twelve years at Siemens and twelve years at SAP.In this episode of the ⁠podcast,⁠ we talk about:Introduction to Progressive BPM: Inspired by progressive rock, Progressive BPM emphasizes creativity, new ideas, and forward-looking digital transformation over traditional optimization.The Process Paradox: Despite being fundamental to products and services, BPM often remains a niche interest rather than a strategic imperative.Digitize vs. Digitalization vs. Digital Transformation: Digitize replaces analog materials with digital ones; digitalization focuses on efficiency and cost savings; digital transformation leverages IT to create new solutions customers pay for.Classical BPM vs. Progressive BPM: Classical BPM focuses on continuous optimization and bottom-line savings, whereas Progressive BPM targets top-line growth and new market opportunities.Overcoming the AI Distraction: Instead of spending 98% of time tracking AI trends without execution, Progressive BPM uses AI as a catalyst to drive insights into action through processes.The Abstraction Problem: Organizations often treat processes abstractly, missing the opportunity to understand the core engine driving the business.Starting Point 1 – The Greenfield Approach: Addresses an unsolved customer problem—like retirement planning—through an automated end-to-end process.Starting Point 2 – The Inside-Out Approach: Turns valuable internal process expertise into external offerings for other companies (e.g., SAP scaling internal translation workflows).Starting Point 3 – The AI Rebuild: Rethinks broader end-to-end processes into scalable services rather than just replacing individual steps with AI automation.Turning Static Knowledge into Executable Processes: Converting expert domain knowledge into executable processes creates unique, monetizable assets protected from simple AI scraping.B2C Potential for Process Models: Progressive BPM extends beyond enterprise scenarios to consumer domain processes, such as interactive workflows for growing plants.Corporate Culture and Startup Spinoffs: Establishing spin-off startups allows teams to de-risk early ventures and build entrepreneurial momentum outside rigid corporate IT.Open Standards Over Proprietary Tools: Relies on open-source standards like BPMN and DMN rather than locking core operations into proprietary platforms.Domain Processes vs. Integration Processes: Separates core domain logic from technical integration tasks to build adaptable process architectures.Connecting with the What's Your Baseline? Community: Connect with Volker Stiehl on ⁠LinkedIn or via ⁠email⁠, and catch Roland and Volker at the process management event in Stuttgart (Sep. 30 and Oct. 1).Please reach out by sending an email to ⁠[email protected]⁠ or subscribing to our newsletter on Substack at ⁠whatsyourbaseline.substack.com⁠.To support "the little podcast that could," become a Patron at ⁠https://www.patreon.com/c/whatsyourbaseline⁠. We appreciate you :-)
• 
  Ep. 118 - BPM Essentials: Roger Tregear 07.09.2026 1sa 2dk

  One of the major concerns in our discipline is that in an era of instant gratification and "easy button" demands from clients, the core fundamentals are easily forgotten.Our guest today, Roger Tregear, shares this concern and wrote a book about it: Elements. In it, he details the 20 elements that constitute a good Business Process Management (BPM) practice, and I highly recommend downloading and reading it.Roger’s career centers on consulting, writing, and speaking about process management. He helps organizations improve performance by designing and activating "perpetual improvement machines" through active process-based management.In this episode of the podcast, we discuss:Engineering and Telecom Origins: Roger shares his professional background, moving from electrical engineering and early data communications at ICL into strategic telecommunications consulting.The "Aha!" Moment with ARIS: In late 2000, Professor Michael Roseman introduced the ARIS tool to Roger, providing the formal language and framework for cross-functional concepts he had been exploring for years.Bonsai as a Process Discipline: Outside of BPM, Roger nurtures bonsai trees—a hobby requiring a daily, seasonal, and multi-year process framework rooted in patience and long-term planning.Why AI Cannot Replace Process Understanding: AI tools and automation cannot fix broken or misunderstood workflows. Without a foundational process structure, deploying AI agents only accelerates unpredictable outcomes.The Primacy of Cross-Functional Processes: While traditional organizations manage vertically via org charts, actual value, strategy execution, and customer experiences occur horizontally across functional silos.Management vs. Hope: Every organization operates via processes by default. The only strategic choice is whether leadership chooses to actively manage those processes or rely on hope.The "M" in BPM Stands for Management: The ultimate purpose of BPM is not modeling or documentation, but improving organizational performance in a tangible, measurable way.Defining Core Processes from Strategic Intent: Rather than relying on generic templates like "Order-to-Cash," core process architectures should be built by analyzing the organization's explicit strategic promises to its customers and stakeholders.Overcoming Executive Resistance to "Busy Work": To prevent leadership from dismissing BPM as an endless flowcharting exercise, teams must set clear guardrails, focus on high-impact areas, and avoid building bloated internal bottlenecks.Pruning the Architecture (Starting Small): Building a working three-level process architecture takes only a few weeks. Implementation should immediately focus on piloting three manageable, high-priority processes rather than attempting to govern hundreds at once.Targeting Process KPIs (PKPIs): Effective process governance requires distinguishing vertical functional metrics from horizontal Process Key Performance Indicators that measure how the overall workflow satisfies key stakeholder expectations.Focusing on High-Impact Processes: Organizations should avoid modeling every process to the lowest level. Deeper analysis and governance should be applied strictly to the top 20–30 high-impact processes driving major outcomes or risks.Process Transformation is Social: Successful BPM implementation depends less on tooling and technical diagrams and more on engaging operational staff, earning buy-in, managing human change, and empowering teams.You can find Roger on LinkedIn here: https://www.linkedin.com/in/rogertregear/.Please reach out to us by either sending an email to ⁠[email protected]⁠ or signing up for our newsletter and reading articles about process and architecture on our Substack … Go and subscribe at ⁠whatsyourbaseline.substack.com⁠.And if you like to support “the little podcast that could,” become a Patron at ⁠https://www.patreon.com/c/whatsyourbaseline⁠. We appreciate you!
• 
  Ep. 117 - BPM Failures 24.08.2026 1sa 2dk

  It is about time—we took a (very) long summer break filled with travel, a new webinar series, and new and updated apps from What's Your Baseline? :-) Oh, and crossing that 75,000 download mark and celebrating our fifth anniversary—all in this month!But now we are back in the saddle, as they say, and we are starting Season 11 with a conversation between J-M and Roland, in which we dive into our shared painful experiences of process programs who have failed in on or another way. And the graphic below will give you the seven main reasons that we've seen in an overview. But without further ado, in this week's episode of the podcast we are talking about:BPMOS Updates: Roland highlights the release of new BPMOS apps and use cases covering learning and enablement, SDLC from requirement to implementation, planning and procedure factory exercises, and tool selection. The Root of All Evil: The hosts establish that practice failures almost always stem from people making poor decisions, setting up major categories like strategy, structure, governance, technology, and process. Financial Institution Redux: J-M shares a story about a major North American financial institution that struggled with employee happiness initiatives because "too many cooks in the kitchen" forced 30 different capabilities instead of a core MVP. Winning Through Jealousy: To fix the financial institution's fractured program, the team focused on making a single lead stakeholder look exceptionally successful using clear dashboards and KPIs to spark community engagement. The 10-Second Login Disaster: Roland shares a horror story of a healthcare company that bought thousands of software licenses, only to see a 10% login rate with average sessions lasting 10 to 15 seconds due to a total lack of use case definition. Vendor Accountability: The software vendor experience proved that overselling without clear internal commitment or matching use cases leads straight to corporate blacklists and shelfware. Airline System Silos: J-M recounts working with an international airline where a major ERP re-implementation was restricted to a strict "project bubble," causing massive scoping failures when touching unmapped system interfaces. The Business Therapist: Navigating severe adversarial relationships between vendors and corporate clients requires consultants with high emotional intelligence to act as mediators and keep the project alive. Process Mining Roadblocks: Roland details a financial institution that loved process mining initial proofs-of-concept but ultimately stalled out because rigid 8-to-10-week data request cycles choked agility.Top-Down Power: The lesson from the process mining hurdle is that bottom-up enthusiasm is great, but getting data and capabilities moving requires the backing of executive “big guns."The Lifer Employee Challenge: Working with decades-long corpor“lifers” who reject new methodologies requires understanding their unique values and reaching out early to secure true buy-in.Whiteboards vs. Repositories: The hosts lament seeing critical organizational processes mapped solely on office sticky notes, physical whiteboards, or locked filing cabinets rather than a digital twin repository.Summary of Failure Pillars: The episode wraps up by reiterating the core pillars of failure: strategy, people alignment, technology choices, process sustainment, structural design, governance, and value achievement.Please reach out to us by either sending an email to [email protected] or signing up for our newsletter and reading articles about process and architecture on our Substack … Go and subscribe at whatsyourbaseline.substack.com.And if you like to support “the little podcast that could,” become a Patron at https://www.patreon.com/c/whatsyourbaseline. We appreciate you!
• 
  Ep. 116 - Opportunities for the Future: Michael Rosemann 22.06.2026 52dk

  Process and architecture folks excel at analyzing the as-is and optimizing it. But why? What if we skipped "As-Is" entirely and designed new processes from a fresh perspective?Scary? Our guest, Dr. Michael Rosemann, argues it's scarier to keep optimizing — because eventually you run out of things to optimize. Then what?Michael is the author/editor of twelve books in five languages and over 400 refereed papers. He's globally known for his work on BPM maturity models, context-aware BPM, process innovation, rapid process redesign, affective process design, and process modelling quality. He's presented at major global BPM conferences and delivered keynotes in 30+ countries, with research funded by Accenture, Cisco, Infosys, PwC, Rio Tinto, SAP, and Woolworths.In this episode, we cover:From efficiency to opportunity. After decades of classic BPM work, Michael pivoted from cost-cutting toward "crafting desirable futures" — partly sparked by his father asking if making companies more efficient was really the legacy he wanted. Three drivers of change: urgency (a burning platform), curiosity (testing the unknown), or ambition (a clear destination). Leaders without any of these stay "big, fat and happy" — and stuck.Root cause analysis of success, not failure. Instead of diagnosing what's broken, Michael's team studies "positive deviants" — top performers — and replicates their hidden practices org-wide using process mining.The seven types of opportunity (a counterpart to Lean's seven wastes), including "first data advantage" — examining what data your process already generates and who else might value it (e.g., an airline offering pet-sitting because it already knows who's traveling with pets).Process expansion, attention, and generalization — three opportunity types illustrated by Domino's "pizza tracker" (monetizing attention) and Uber's expansion from people to pizza, patients, and produce."Lot size of one." The goal isn't catching up to best practice — it's building processes so unique that no competitor, and no design thinking exercise, could replicate them (e.g., QUT's "upgradeable degree" concept).Opportunity appetite statements. Just as organizations have risk appetite statements, Michael argues they need the opposite — a deliberate statement of which opportunities they're willing to pursue, partly modeled on NASA's approach to balancing risk and ambition.Make the future tangible. Example: a six-minute video imagining a trauma patient's full recovery journey in 2033, used to rally stakeholders around a shared vision instead of incremental fixes.RX, EX, TX — Revenue Design, Emotional Experience, and Trust Experience. A framework for evaluating opportunities beyond pure transactions, including "transactional benevolence" (e.g., Netflix pausing billing for inactive subscribers, or a retailer refunding a price drop you didn't know about).Reframing the business case. To win leadership buy-in for trust- or future-focused initiatives, Michael suggests shifting from short-term cost to long-term opportunity cost — the price of not acting.AI as a thinking partner, not just a tool. Michael previews a prototype built with SAP Signavio that uses AI to proactively surface opportunities from an uploaded process model — "reverse prompting," where the tool greets you with an idea instead of waiting for a problem.The Future's Triangle. A framework for organizational inertia: the weight of the past, the distraction of the present, and the pull of the future — and why most companies only operate on the first two.Find Michael on LinkedIn: linkedin.com/in/michaelrosemann/Reach us at [email protected] or subscribe at whatsyourbaseline.substack.com. Support the show on Patreon: patreon.com/c/whatsyourbaseline.
• 
  Ep. 115 - Startups: Vidar Hokstad 08.06.2026 52dk

  When should you start with process and architecture in a startup?That was the question that we've asked ourselves (as if there is a real-life example currently happening :-) and then we thought, “Why not ask someone who is living in this space?”Vidar co-founded his first tech startup at 19 because he didn't know enough to know how hard it would be. 30 years on, he has gone mostly from startup to startup, usually as the first technical hire or a co-founder. He has both bootstrapped and raised VC capital and recently spent 3 years working at a VC fund. He now runs a tech consultancy focusing on the intersection of DevOps and AI while working on his next big thing.In this episode of the podcast, we talk about:A startup is defined by pre-revenue or pre-profit status combined with rapid growth ambition — a chip shop is operational from day one, not a startup. Once you're profitable and growing modestly, you're a lifestyle business.Early-stage capital is the most expensive capital you'll ever spend, because you're paying in equity. The earlier you are, the larger the slice of the company you trade away for the same dollar amount.VC investors expect most of their portfolio to fail and are only looking for the 10x–100x outlier. If you can't raise your next round within about 18 months, their interest moves on — so failing fast and validating quickly is the entire game.AI has dramatically lowered the barrier to building a working prototype, letting founders show investors something tangible and compelling much faster than ever before.But the industry is swinging back hard toward upfront specs and documentation, because AI coding agents can't infer your unique business context. Writing a truly good spec turns out to be one of the hardest parts of the entire software development process — and most teams have been skimping on it for 25 years.Your truly proprietary assets are your ideas, processes, use cases, and customer segments. The generated code is a commodity — everyone building on the same AI tools has access to the same output.Lightweight processes pay off quickly once a startup begins to scale. The absence of basic QA, project management, and clearly written tickets is almost always what causes delivery to break down first — not the process itself.A common and costly mistake is over-engineering: developers building for 10 million users when the total addressable market is 10,000. This happens when engineering teams are never told what the product actually is or who it's actually for.Process and architecture function as a communication layer — aligning engineering, sales, and leadership around a shared vision, the customer they're serving, and the strategy connecting the two. It builds buy-in, and buy-in produces better work than a paycheck alone.Vision must be communicated continuously from the hiring process onward, not just stated once and assumed to stick. Developers detach from the "why" quickly when daily work becomes purely tactical.Both one-on-one check-ins and group meetings are essential to a healthy team. People rarely surface real blockers, interpersonal tensions, or technical concerns in group settings — individual conversations build the trust that makes those things visible before they become crises.Vidar can be reached on LinkedIn here and also has a website: hockstadconsultng.com.Reach out by emailing ⁠[email protected]⁠ or subscribe to our newsletter and articles on Substack at whatsyourbaseline.substack.com.
• 
  Ep. 114: BPM Operating System 25.05.2026 1sa 3dk

  Roland and J-M go solo to pull back the curtain on something that's been years in the making: BPM OS, a purpose-built, local-first tool stack designed to help small, talented process and architecture teams stand up a real BPM practice — without the vendor dependency, IT overhead, or 12-month procurement nightmare.In this episode of the podcast we talk about: Most BPM programs fail not because of bad content, but because organizations treat it as a pure IT exercise — buy a platform, check the box, and wonder why nothing sticks.The three pillars every BPM capability needs are content, governance, and adoption — yet most organizations only address the first one.Knowledge rented from consultants or SaaS vendors disappears the moment you stop paying; BPM OS is built on the principle that you own it outright, forever.BPM OS targets three groups: small internal teams doing more with less, consulting organizations that want baked-in methodology for client delivery, and vendors looking to bundle a white-labeled practice layer with their platforms.Groundwork is the brainstorming and planning app — dump ideas onto a canvas, sort them into zones, and shift into structured planning mode with priorities and rough timelines.Playbook is a lightweight wiki for capturing structured knowledge, course profiles, stakeholder analyses, and methodology documentation — with templates so you never start from a blank page.Atlas generates visual subway maps of your learning curriculum or capability landscape, complete with time-sensitive station states, deprecation indicators, and links back to Playbook pages.Outline lets you define the detailed content structure of a course or deliverable in a hierarchical, mind-map-style view — moving from “What do we need to teach?” to "Exactly what are the chapters and items?”Course Flow is a Kanban-based project management tool for developing and iterating on courses, complete with a built-in feedback form, an inbox for triage, and a status dashboard across all active projects.Cadence is a personal (and optionally team) task planner organized by day and category — with recurring daily items, carry-forward of incomplete tasks, and a simple velocity metric to spot overload before it becomes a crisis.The entire stack runs on Node.js, saves files as Markdown and JSON (no database required), plays nicely with Google Drive or OneDrive for backup, and optionally connects to GitHub or GitLab for full version history.Apps interoperate through lightweight linking and import/export — cards from Groundwork flow into Atlas, tasks from CourseFlow export into Cadence, and every Playbook page carries a permanent link that works anywhere in the stack.Find out more and download your free personal copy of Cadence at whatsyourbaseline.com/bpm-os—and check the episode show notes for a PDF overview of all six apps.Reach out by emailing ⁠[email protected]⁠ or subscribe to our newsletter and articles on Substack at whatsyourbaseline.substack.com.
• 
  Ep. 113 - Customer Success Excellence: Chad Stephen 11.05.2026 1sa 1dk

  Once you've sold the licenses you are done. Right? Well, not so fast, young Jedi. While the salesperson happily turns around and goes hunting elsewhere, the customer has high expectations about the treatment they get after the sale.Even today I see organizations who treat Customer Success teams as an afterthought and then wonder why they see churn or nastygrams from their customers. But it doesn't have to be this way. We discuss this topic with Chad Stephen.Chad has led cross-functional teams of 65, scaled Customer Success orgs through 4x ARR growth, cut renewal process complexity by two thirds, and reduced time-to-value by 50% — more than once, at different companies ranging from early-stage to scaled SaaS, across industries from FinTech to HealthTech to Restaurant & Hospitality.In this episode of the podcast, we talk about:What is customer success, really? — The most important definition centers on one thing: driving value for clients. Renewals, onboarding, and account management are elements of CS, not the definition of it.The buyer vs. the end user — The person who signs the contract is rarely the one logging in every day. A good CS function speaks to both audiences and translates value into something meaningful for each.CS as a function, not just a job title — Customer success can be owned by a team, a role, or — dangerously — "everyone," which usually means no one. The discipline matters regardless of what you call it.The QBR trap — Quarterly business reviews that run 80 slides and double as sales pitches miss the point entirely. The best QBRs focus on the customer's problems, not the vendor's product roadmap.Proactive vs. reactive CS — Waiting for a customer to come to you with a problem is reactive. True proactive CS means monitoring usage metrics, NPS surveys, and engagement signals before a crisis happens.The relay race handoff — The baton cannot hit the floor between sales, professional services, and customer success. There must always be a clear, singular point of contact at every stage of the journey.When to involve CS in the sales cycle — CS should never be absent from a deal entirely, but timing matters. Bringing them in too early creates confusion; the right moment builds the bridge between "excited to sign" and "ready to succeed."The hunter vs. farmer problem — When account executives are compensated only for net-new deals, they make poor customer success managers. Misaligned incentives produce misaligned behavior.Compensation drives behavior — If you want your CS team to own renewals and upsells, you have to pay them for renewals and upsells. Comp plans and job expectations must align, or you get animosity and dropped balls.Start CS early — even at Series A — Smaller organizations often default to the AE managing the account post-sale. The sooner a dedicated CS function exists, the better. Stickiness in SaaS is decreasing, making the long-term relationship even more critical.Onboarding is the most critical phase — Getting a customer up and running quickly, with a clear understanding of the value they bought, sets the tone for the entire relationship. A poor start rarely fully recovers.Keep it simple — Over-engineered CS motions with 12 segmentation layers and elaborate playbooks often collapse under their own weight. Always ask: How does this actually drive more value for the customer?You can find Chad on LinkedIn: https://www.linkedin.com/in/chadstephen/. And he has a website at https://www.doublewindconsulting.com/.Reach out by emailing [email protected] or subscribe to our newsletter and articles on Substack at whatsyourbaseline.substack.com.
• 
  Ep. 112 - Why Compliance Is Your Friend: Christof Layher 27.04.2026 54dk

  Everyone says they hate compliance. But what they actually hate is being told the truth at the worst possible moment.The problem is not the regulation. It is the moment you involve the people who understand it. Too late, under pressure, with no room to course-correct.65 to 95% of digitization projects fail. The answer is not to run them faster. It is to slow down enough to get them right — and that starts with bringing the right people in before the damage is done. So we brought in an expert: Christof Layher.Christof is a digitalization and compliance specialist with over 20 years of experience in pharma and biotech, having worked with organizations including BioNTech. He operates at the intersection of IT, quality assurance, and business operations — precisely where those functions most often work against each other. His focus is structure, decision-making clarity, and clean execution in highly regulated environments. No slide-deck transformations, no tool evangelism — just repeatable, field-tested approaches that hold up in daily operations and under audit. He also hosts the ChaosHacker podcast.In this episode we talk about:Compliance is the messenger, not the cause. Compliance teams surface uncomfortable truths that organizations already sense but choose not to address.Non-compliance is rarely intentional. In roughly 95% of cases, organizations fail compliance through blind spots, ingrained habits, and the bias that “it's been working fine.”The “superhero fixer” problem masks systemic risk. When individuals compensate for broken processes to keep things running, the underlying issue becomes invisible — until it isn't.Compliance is sometimes weaponized to block change. People hide behind regulatory language rather than engaging honestly with initiatives they don't know how to handle.Gold-plating regulations create the real slowdown. Rules often require one signature; companies implement ten. The waste comes from over-interpretation, not the regulation itself.Shift left — bring compliance in early. Involving compliance at the requirements stage costs far less than failing the checklist at the end.Compliance is a competitive advantage. Used as an indicator of where your processes diverge from reality, it becomes a continuous improvement engine.Slow is smooth, and smooth is fast. Taking time upfront — including for compliance — produces better outcomes than more failed projects delivered faster.Process owners must own compliance. The person who operates a process is responsible for running it compliantly. That shift in ownership changes everything.Trust must be given before it can be earned. Leaders who model psychological safety unlock the early, honest conversations that prevent compliance crises.One bad actor spoils the basket. Building a culture of integrity requires leaders to live it visibly — and to remove those who exploit openness, regardless of their level.Check out Christof's LinkedIn here and his podcast here!Please reach out to us by either sending an email to ⁠[email protected]⁠ or signing up for our newsletter and reading articles about process and architecture on our Substack… Go and subscribe at ⁠whatsyourbaseline.substack.com⁠.And if you like to support “the little podcast that could,” become a Patron at ⁠https://www.patreon.com/c/whatsyourbaseline⁠. We appreciate you!
• 
  Ep. 111 - Successful Presales: Max Lüpertz 13.04.2026 1sa

  “Just go and show our tool in the best way possible.”I have heard this sentence wayyyy too often coming from a salesperson, and the solution engineer on the receiving end just died a little bit inside.Of course you want to make a good impression when showing your tools to your customer, but more importantly, you want to start building a relationship and engage with them. For that you have to get them to a point where they open up and tell you what they *really* think—and a “no” is a good indicator that this relationship has formed.And we are happy to have a pro in this field as the guest of this episode: Max Lüpertz. Max is a solution engineer who took over as account executive and grew until he led the whole sales organization of the UK for one of the companies he worked for. Now he helps fast-growing SaaS companies close more deals by making their sales demos (and their general presales) better. He provides hands-on coaching and sets up a simple, repeatable demo process with his firm, PreSales Rockstars.In this episode of the podcast, we talk about: Solution engineers are too often treated as “demo monkeys”—pulled in before proper discovery has happened because AEs need to show pipeline progress. There is no solution without a problem: if you don't understand what the customer is trying to solve, any demo you run risks being irrelevant or overwhelming.Once a prospect has seen the functionality and shortlisted vendors, their mindset shifts entirely—from “Can it do this?” to “What happens to me personally if this goes wrong?” Oversharing is one of the most common and costly demo mistakes. Bombarding a prospect with features increases cognitive load, raises perceived risk, and dilutes the message. Max's lesson from an 18-month stalled deal: FOMO caused him to show 50 features when the customer only needed three. The extra complexity made the project feel like a burden, and the prospect concluded they weren't ready. The “shotgun” method—showing everything and hoping something lands—is an AE-driven trap. Effective demos need a curated storyline built around confirmed needs, not a feature parade.Discovery is not a one-time AE activity. SEs need to run a secondary, deeper discovery to uncover the personal risks and motivations of individual stakeholders—not just the organizational problem.How you introduce yourself sets the ceiling on your influence. Being framed as the “technical conscience” boxes you into a narrow role. Instead, position yourself as someone who knows the industry, has seen implementations succeed and fail, and will proactively surface the risks the customer doesn't yet know about—the things they don't know they don't know.SEs act as a “human API” between customers and product management—translating vague feature requests into actionable feedback and pushing back on requests that turn out to be aspirational rather than genuine buying signals. POCs are high-cost investments—often two people for two to four weeks—and should never be offered just because it's “the next step.” Success criteria must be defined upfront, and the SE should use the POC as a “gift and get”.The value conversation must anchor every interaction. If a customer can't explain why they want to model processes beyond “so that we have modeled processes,” they aren't ready to buy. Every conversation needs to come back to outcomes, not features. Max is also on LinkedIn—check out his profile here: https://www.linkedin.com/in/max-luepertz/.Please reach out to us by either sending an email to [email protected] or signing up for our newsletter and reading articles about process and architecture on our Substack… Go and subscribe at whatsyourbaseline.substack.com.And if you like to support “the little podcast that could,” become a Patron at https://www.patreon.com/c/whatsyourbaseline. We appreciate you!
• 
  What's Your Baseline? in 2026 30.03.2026 1sa 10dk

  We teased it over the last couple of weeks when Roland posted about how to build products and when we started things like our SubstackNow is the time to give you a look behind the scenes at how your favorite podcast turns the page from a hobby to a real business. And then there is also another welcoming change coming to you … that I guess most of you have missed over the last couple of episodes.In this episode of the podcast, we talk about:The Return of J-M: J-M makes his highly anticipated return as co-host after a brief hiatus. The duo also gives a massive, heartfelt shoutout to the guest co-hosts who stepped up to the mic during his absence—Caspar, Matus, and Russell.From Hobby to Business: The episode focuses heavily on the future of the brand in 2026. They discuss transitioning the podcast from a fun passion project into a fully fledged, legal business entity registered in Virginia. Who This Is For: They reflect on their core target audience, which includes current practitioners and practice leaders. They also focus heavily on helping the next generation of professionals who need to learn foundational process knowledge.Hitting the Road: Building relationships through live events remains a top priority. They highlight upcoming speaking engagements at the All About Process Management conference in Germany, as well as upcoming events with ABPMP and the PEX Network.Pillar 1—Packaged Knowledge: The first new business pillar focuses on “Packaged Knowledge.” This includes their published books, J.M.'s upcoming “explain-it-like-I'm-five” mini-series, and highly graphical visual reference guides.Pillar 2—Tools and Templates: The second pillar features “Tools and Templates.” These are specifically designed as gap-closers for software platforms, aiming to save clients from having to purchase expensive, bespoke consulting.Under the Hood with KNIME: As part of this tooling effort, Roland mentions he is building specific data models and workflows. For example, he is currently finalizing a KNIME workflow designed to process spreadsheet data into a more meaningful output. Pillar 3—Skills Building: The third pillar is entirely dedicated to “skills building.” We plan to offer online training courses that cover core concepts, tool mechanics, and contextual governance, all at accessible price points.Pillar 4—Consulting Services: For the fourth pillar, the guys will continue offering targeted “Consulting Services.” This ranges from traditional consulting engagements to tweaking their provided templates to fit a client's specific regulatory or organizational needs.Media Services: A brand new “Media Services” offering will help aspiring creators get their voice out there. They plan to assist authors with publishing under their official imprint, help with end-to-end podcast production, and provide marketing support.Creator Spaces: Community building is expanding through dedicated “Creator Spaces.” They are utilizing platforms like Discord and Patreon to foster synchronous conversations and mutual support among process practitioners.What's Dropping Next: In the coming weeks, audiences can expect an influx of short-form “TLDR” videos. We are also launching a brand-new web shop with integrated learning management.And lastly, please help us shape our offerings by answering three quick questions here: WYB Training Survey. I will leave it open until next weekend and would appreciate it if you would join the more than two dozen people who have already answered. I will share the results with everyone who gave us input then.Please reach out to us by either sending an email to [email protected] or signing up for our newsletter and reading articles about process and architecture on our Substack… Go and subscribe at whatsyourbaseline.substack.com.And if you like to support “the little podcast that could,” become a Patron at https://www.patreon.com/c/whatsyourbaseline. We appreciate you!
• 
  Episode109 - Business Transformation: Meherban Faroogh 16.03.2026 43dk

  Business transformation programs rarely fail because of technology. They fail because the organization is not aligned, not clear, and not ready for change.There is an art, science, and emotional intelligence to leading successful business transformations, and our guest, Meherban Faroogh, has been helping clients for decades now to navigate this maze of major changes for organizations.He founded PPS Partners in Toronto and has spent 20 years helping organizations navigate business transformations—with a particular focus on discovery and change management. Drawing on nine years across three major ERP implementations at Enbridge alone, Meherban brings hard-won clarity to why so many transformations fail and what to do instead.In this episode we are talking about:Business transformation failure rates sit stubbornly at 70%+ regardless of which analyst report you pick up—and the root cause is rarely the technology itself.The three reasons organizations fail: lack of strategic alignment on the why of the transformation, insufficient clarity on the current state before signing large contracts, and inadequate change management throughout the journey.Successful transformation requires balancing three distinct dimensions—the science (methods and tools like Lean Six Sigma, BPMN, and TOGAF), the art (knowing when and how to apply those methods given the culture, scale, and politics), and emotional intelligence (building trust from the boardroom to the shop floor).There is no such thing as “digital transformation”—it is always business transformation, because technology is part of the business and should never be the tail that wags the dog. A CIO alone should never be the sole sponsor driving the shots.The Titanic analogy cuts through the noise: business transformation is turning the entire ship, not rearranging the deck chairs. Process improvement is fixing the supply chain for the rocket; transformation is the mission to the moon itself.BPM done well effectively eliminates the need for a lengthy discovery phase—because you are already doing it every single day. One client came back four years after implementing BPM ready to select a vendor, and told the integrator, “Here you go.” That is the value proposition in action.Strategic alignment cannot be assumed—even C-suite leaders are frequently not aligned with each other on the transformation why, and it is the consultant's job to surface and close those gaps through structured one-on-ones before the first workshop even begins.Identifying the right 15 to 25 core end-to-end processes—and assigning single, accountable process owners to each—sounds mundane but is precisely what keeps projects on scope, on time, and on budget.The central decision that gets made a thousand times during any transformation: do you change the organization to fit the tool, or change the tool to fit the organization? Clarity on the current state is the only thing that makes that decision an intelligent one.Trust is built through three things: empathy (genuinely listening, not just waiting to respond), logic (being quick on your feet and connecting the dots), and authenticity (being yourself rather than performing a role). Of the three, empathy is where things most often break down under the pressure of deadlines and cost overruns.Change management is not a workstream bolted on at the end—it is the continuous act of building trust and relationships across the entire organization so that people take ownership of the change rather than enduring it.You can find Meherban on LinkedIn: linkedin.com/in/meherbanfarooq.Please reach out to us by either sending an email to ⁠⁠[email protected]⁠⁠ or signing up for our newsletter and reading articles about process and architecture on our Substack… Go and subscribe at ⁠⁠whatsyourbaseline.substack.com⁠⁠.And if you like to support “the little podcast that could,” become a Patron at ⁠⁠https://www.patreon.com/c/whatsyourbaseline⁠⁠. We appreciate you!
• 
  Ep. 108 - Quality Management: Regina Haar 02.03.2026 57dk

  Is quality management the most thankless job in the organization? In many companies, QM teams want to be the Hermione Granger of the workplace—knowledgeable, prepared, and doing the right thing—but end up perceived as Argus Filch, the grumpy caretaker enforcing rules nobody asked for.This week's guest, Regina Haar, works at Q.Wiki (Modell Aachen), where she helps quality managers move from being considered annoying compliance police to becoming genuine enablers. She joins Roland to unpack why this role is so often stuck—and what it takes to change it from the inside out.In this episode we are talking about:The Harry Potter metaphor that lands every time: quality managers see themselves as Hermione (smart, principled, always prepared), but the organization experiences them as Filch—chasing people down, enforcing rules, and getting little recognition for it.The root cause of the image problem: when certification becomes the why of quality management, employees have no intrinsic motivation—usage spikes before audits and collapses after. Event-driven, not value-driven.Two formative lessons from Regina's career: a missing colleague's undocumented knowledge cratered a major production, and a well-meaning onboarding plan failed because it lacked a coherent big picture. Both point to the same conclusion—context and structure matter as much as content.The “Scribbler” trap: a LinkedIn poll found that 45% of respondents said only the quality or process management team designs processes—making QM the bottleneck and ensuring the business never emotionally owns what gets documented.The first lever for change is decentralized creation: replace “I write your processes” with “I coach you to write them.” Build a platform where content originates with the people doing the work.Intrinsic motivation requires three things—autonomy, self-efficacy, and social integration. Centralized modeling teams undermine all three and kill the very engagement QM is trying to build.The Marauder's Map metaphor: a management system should work like Fred and George Weasley's map—showing you where you are, where others are, and which hidden paths exist. Two clicks to the answer beats perfectly formatted documentation.Embedding process guidance into runtime systems—through a Chrome extension, a CRM integration, or a contextual sidebar—moves the mountain to the user instead of making users climb to the mountain.Combining knowledge management and process management is an underutilized power move: processes give structure, and knowledge gives detail. Together they raise relevance and adoption—but they typically live in separate tools and separate teams.Quality departments chronically underinvest in internal marketing. Projects die not because the work was bad, but because the wins were never communicated. The shift needed—from cost center to value creator—was told loudly, repeatedly, and in the language of business outcomes.You can find Regina on LinkedIn here: https://www.linkedin.com/in/regina-haar/.Please reach out to us by either sending an email to ⁠[email protected]⁠ or signing up for our newsletter and reading articles about process and architecture on our Substack… Go and subscribe at ⁠whatsyourbaseline.substack.com⁠.And if you like to support “the little podcast that could,” become a Patron at ⁠https://www.patreon.com/c/whatsyourbaseline⁠. We appreciate you!
• 
  Ep. 107 - Business Architecture Explained: Breanne Casteel 16.02.2026 59dk

  Sometimes (always?) the problem that we see in organizations is not technology or structures or something else—it is the inability of people to “get on the same page.”One way to fix this is to have people dedicated to Business Architecture who understand “how things are wired up” and where the value is created. And who also tries to solve the problem that is shown above … what do you mean with what you just said?And who could manage these problems better than Breanne Casteel, a catalyst for change enablement through collaboration and connections to drive empathetic business solutions?She is a passionate advocate with 20+ years of experience bringing awareness of Business Architecture and Business Analysis skills and mindset to numerous roles in the organization with an emphasis on communication, transparency, and collaboration across silos.Oh, and we had her on the podcast before :-)In this episode we are talking about:Breanne returns from her earlier appearance (Episode 71)—evolving from a solo business architect building a practice to working inside a larger enterprise architecture team.A key reality: maturity doesn’t eliminate advocacy—even established architecture practices must continuously prove value as stakeholders change.Breanne’s go-to definition of business architecture: “It’s a drama mitigator.” Replace opinions with facts about how the business actually works.The core value: map what the business does, how it works, and how it connects—then test decisions against reality instead of politics.A recurring misconception: business architecture vs. process management—it is not a turf war but a spectrum that must align across domains.Roland reframes architecture as structure over flow—like an aqueduct: the structure matters more than what runs through it.Behind every clean model lies the messy middle—whiteboards, ambiguity, iteration, and rework. Practitioner takeaway: Show the messy middle. Transparency builds credibility and helps others learn how outcomes actually emerge.The new YouTube series was born from frustration with overly theoretical content and a push toward practical, real-world usage.The series spans nine themes, including foundations, capabilities, value streams, context, adoption, and the future of the discipline.A standout insight: Stop talking architecture. Start solving problems. Stakeholders care about outcomes, not frameworks.Listening beats modeling: what looked like a process issue turned out to be a cross-functional value flow problem.Architecture success hinges less on models and more on understanding stakeholder pain points.A recurring failure mode: strong deliverables but weak storytelling—leading to the dreaded “ivory tower” perception.The meta takeaway: architecture doesn’t fail because of bad models—it fails when value isn’t made visible.You can find Breanne on LinkedIn here: https://www.linkedin.com/in/breannecasteel/.Please reach out to us by either sending an email to [email protected] or signing up for our newsletter and reading articles about process and architecture on our Substack… Go and subscribe at whatsyourbaseline.substack.com.And if you like to support “the little podcast that could,” become a Patron at https://www.patreon.com/c/whatsyourbaseline. We appreciate you!
• 
  Ep. 106 - KNIME & Data Analysis: Rosaria Silipo 02.02.2026 1sa

  One of the skills that I see an increasing demand for Business Analysts is data analysis. Especially when “new” tools like Process Mining shift the landscape towards data-driven analysis.And besides the need to learn these new skills, I also see multiple tools that are very pricey and might be cost prohibitive for some organizations, so they fall back to the universal Swiss knife in business… Excel.One of the tools that beats that trend is KNIME, which not only is open-source but also has a great community and great training offerings. Besides the fact that the tool is great, if you have ever watched a video from KNIME you will recognize the voice of our guest, Rosaria Silipo, immediately.Rosaria has been a researcher in applications of AI and Machine Learning for over a decade. Application fields include biomedical systems, IoT, customer intelligence, financial services, social media, cybersecurity, and automatic speech processing. She is currently based in Constance (Germany) / Zurich (Switzerland).In this episode of the podcast, we talk about:Rosaria's background—she brings decades of experience, from early neural networks in the 1990s to shaping the KNIME community.A journey through data science history: hardware limits, Big Data, GPUs, deep learning, and today’s AI-driven shift.From building models to consuming and fine-tuning AI: why modern analytics is now more engineering than research.Tool evolution matters: visual, low-code platforms lower the barrier without blocking advanced use cases.Open source as an accelerator: community, shared extensions, education, and faster innovation.Why Excel breaks at scale—and how reproducible data pipelines outperform spreadsheet heroics.KNIME’s strength: step-by-step logic, transparency, and workflows you can explain to stakeholders.Education over hype: tools are powerful, but data literacy and validation remain non-negotiable.Rosaria’s focus forward: growing AI learning communities and mentoring young entrepreneurs.AI realities: hype is real, but fundamentals still matter—especially for tabular and business data.Community beats lock-in: ecosystems outlast tools and make practitioners better.Final takeaway: better analytics isn’t about smarter tools—it’s about people, clarity, and shared understanding.You can reach Rosaria via LinkedIn here: https://www.linkedin.com/in/rosaria/. PS: Please reach out to us by either sending an email to [email protected]. And meanwhile, don't forget to subscribe to the What's Your Baseline? podcast on your favorite platform.And if you like what you see here and want to support “the little podcast that could,” please check out our Patreon at https://patreon.com/whatsyourbaseline.
• 
  Ep. 105 - PEX and BPM Publication: MIchael Hill 19.01.2026 59dk

  Happy New Year!We are back from our regular break, in which we really did not do a lot for the podcast but were working on other things that you will discover throughout 2026. We are super excited about our plans, but it is not the time to talk about it … as we say in Germany, “lay the egg first, and then cackle.”However, for our first episode of Season 10 (who would have guessed that?), we have a very special guest and an exceptional co-host: Michael Hill and Caspar Jans. Both are very well known in our industry, and Caspar is still polishing his medals that he received from the PEX network ;-)Michael is a journalist and editor with experience in various mediums, including print, digital, video, webinars, and podcasts. He is passionate about the editorial and publishing processes and enjoys working creatively to produce media that has the biggest possible impact on the audience.And he is also the editor of the Process Excellence Network, an outlet that many of us know :-)In this episode of the podcast, we talk about:Michael explains PEX Network’s role as a content and community platform for process excellence, transformation, automation, and AI leaders.His journey into journalism started with a love for storytelling, creative writing at university, and a less-glamorous detour into insurance. Eight years covering cybersecurity journalism shaped Michael’s editorial approach before he transitioned into the process excellence space.PEX Network is positioned as more than a publication: it blends daily news, thought leadership, reports, webinars, and virtual events.The discussion highlights PEX’ push to become a trusted news source for the process and transformation community.Michael walks through a “day in the life” of an editor—balancing breaking news, long-form reports, contributor management, and vendor collaboration.The group explores how AI is reshaping content consumption search behavior and what “quality content” means in a zero-click world.A candid look at different content formats shows why virtual All Access events drive the strongest engagement across the community.The PEX Leaders Lists are unpacked as a mix of community recognition, inspiration, and organic reach, not paid promotion.Sponsored content and vendor partnerships are discussed openly, emphasizing editorial integrity, trust, and mutual value.Looking ahead, Michael outlines PECS’ future focus: video-first formats, broader transformation topics, and the “Future of BPM,” starting with the February All Access event.You can reach Michael via LinkedIn here: https://www.linkedin.com/in/michael-hill-1a17b08b/. Please reach out to us by either sending an email to [email protected] or signing up for our newsletter and getting informed when we publish new episodes here: https://www.whatsyourbaseline.com/subscribe/.
• 
  Ep. 104 - BPM Education: Daniel Matka 22.12.2025 56dk

  We had episodes about BPM education on the show before, but this time we speak with someone who is from a different generation than your regular hosts.And our guest Daniel Matka is building a “Process Academy” to bring process management knowledge to the next generation. And while doing this, he's building modern ways of structuring content that will speak to this audience.Daniel was a product owner/project manager in the field of process automation at Robert Bosch GmbH. Today, mastering highly complex processes and automating networked business processes are at the center of my vision for a user-friendly workflow suite. This requires, among other things, creativity, which I demonstrate as the managing director of the music label Madstep even outside work hours.One of Daniel's main goals is to share the knowledge and experiences he has gathered throughout his career with others and support them on their journey. In this episode of the podcast, we talk about:Daniel Matka returns to What’s Your Baseline? to discuss a bold idea: rethinking BPM education so it actually scales beyond workshops and slide decks. Coming from a mechanical engineering background at Bosch, Daniel explains how process automation projects grew from a two-person experiment into a 40-person automation team with real business impact.A key trigger for Process Academy was the challenge of educating 15,000 people, not just a handful of BPM experts, without relying on repetitive, trainer-dependent workshops.Daniel argues that traditional BPM training doesn’t scale: it’s expensive, inconsistent, and often depends more on the trainer’s skills than on a shared, reliable curriculum. One major pain point: “No one wants to teach BPM fundamentals 100 times.” Experts want to solve real problems, not repeat the same basics over and over.Inspired by Duolingo, Daniel and his co-founder Matus envisioned microlearning for BPM—small, daily learning units that fit into real workdays.Process Academy is built around skill trees, not linear courses, allowing learners to unlock capabilities step by step based on their role, maturity, and interests. The focus is on T-shaped skills: broad BPM fundamentals for everyone, with deeper specialization paths for modeling, automation, mining, or architecture.Daniel emphasizes that learning must be continuous, not event-based: five to ten minutes a day beats a two-day workshop once a year. Gamification isn’t about points—it’s about motivation and momentum, such as streaks, progress visibility, and clear skill progression.Process Academy is intentionally set up as a nonprofit to attract top BPM experts who contribute out of conviction, not just commercial interest. “Nonprofit doesn’t mean no money,” Daniel clarifies—it means no cashing out at the expense of the community or inflated license models. The long-term vision is a community-endorsed curriculum, where respected practitioners stand behind the content and skill definitions.Rather than chasing hypergrowth, Process Academy follows a long-term path, focusing on quality, credibility, and shared ownership by the BPM community.Daniel sums it up with a generational perspective: building something that still matters decades from now—not just the next funding round.Daniel can be found on LinkedIn here: https://www.linkedin.com/in/danielmatka/.Please reach out to us by either sending an email to [email protected] or signing up for our newsletter and getting informed when we publish new episodes here: https://www.whatsyourbaseline.com/subscribe/.
• 
  Ep. 103 - Open-Source Automation: Dan Funk 08.12.2025 56dk

  There has been a lot of consolidation in the process/architecture space in the last few years, mostly driven by PE firms. But why is that so, and why does it seem that there is no alternative to this business model?Back in the day there were foundations behind the companies, or they were privately held, and the only thing (besides a few smaller players you might not even have heard of) that I see are some open-source projects in the automation space … mostly driven by the decision to go closed-source by Camunda.One of these projects is SpiffWorks, and we invited the CEO of the company behind it, Dan Funk, to our little show. He is an expert in identifying organizational and technological patterns, using visualizations and written communication to build consensus around technical directions. Dan is committed to aligning technology initiatives with business objectives, fostering a culture of continuous improvement, and mentoring engineering talent.Dan is also a thought leader and co-authored numerous publications as the technical lead for a web-based research application promoting healthier patterns of thinking using interpretation bias training. In addition to this, Dan is the co-founder of the Makerplace in Staunton, VA, where he established a makerspace offering low-cost access to state-of-the-art electronics tools, laser cutters, CNC machines, a pottery studio, and woodworking equipment.In this episode of the podcast, we talk about:Dan's backgroundOpen-source projects require community support to thrive—SpiffWorks aims to bridge the gap between business and technical teams; Python is chosen for its readability and ease of use in process automation.Building a sustainable open-source project involves finding a viable business model, and community engagement is crucial for the success of open-source initiatives.Open-source software is foundational to modern technology infrastructure.The future of process automation lies in making technology accessible to non-technical users.Effective communication is key to resolving conflicts between business and technical teams.The open-source model can be compared to a city with shared infrastructure. Support for open-source projects can (and should) come from larger companies benefiting from them.You can take a look at Spiff Works at https://spiff.works/ and reach out to Dan via LinkedIn: https://www.linkedin.com/in/funkdan/.Please reach out to us by either sending an email to [email protected] or signing up for our newsletter and getting informed when we publish new episodes here: https://www.whatsyourbaseline.com/subscribe/.
• 
  Ep. 102 - Data Governance: Angelika Rinck 24.11.2025 57dk

  To implement AI (and processes) correctly, you need good data. But what does that mean? Well, firstly it means that you can define your data product and to achieve that you need good data governance.But are we now in a super-nerdy topic? No, this is what we all do in some form or another … but in different fidelities and maturities.To shed some light on the topic of data governance, we invited Angelika Rinck for this episode. She started her career studying public administration and then served in the German federal police before switching to the regular industry (in the aerospace industry, and while that might not be enough, she studied economics in parallel).Somehow she found her way into consulting and is working now in digitalization and IT projects. Her main focus here is product lifecycle management and data governance.In this episode of the podcast, we talk about:Angelika’s career journey: from e-commerce working student in Hamburg to aerospace, engineering, and ultimately major IT and data governance initiatives.Her first agile project—complete with a physical Kanban box—sparked her love for IT project management and structured delivery.A detour into underwater orienteering reveals surprising parallels to data work: precision, navigation, and making decisions in the dark.Defining data governance: the framework of rules, processes, and responsibilities that guide how organizations create, use, secure, and improve data.Why it matters: Governance drives clarity, accountability, and value creation—not just control or compliance.Understanding the difference between data governance (framework and value creation) and data management (the operational “doing”).A common failure pattern: organizations naming “business data stewards” without training, tooling, or understanding the expectations.Governance only works when decentralized experts feed real issues into a central team—not when policies are pushed top-down in isolation.Data products demystified: they’re the outcome of well-governed data—reusable, high-value information assets that improve processes, decisions, speed, or cost.Real examples: using historical field data instead of simulation data to accelerate engineering calculations or using decades of bird-flight video to predict weather with AI.Risks of bad data with AI: incorrect system guidance, support tickets exploding, contradictions between outdated documents, and misplaced trust in “the easy button.”Governance foundations: critical data identification, metadata transparency, ownership, RASCI clarification, and understanding who creates, changes, and consumes data.The messy reality: access rights often don’t match process needs—leading to shortcuts, bypasses, and unintended process redesign opportunities.Final takeaway: data governance isn’t bureaucracy—it's a structured path to value, clarity, and safer AI adoption, but it requires real effort, definitions, ownership, and cultural change.You can reach Angelika on LinkedIn here: https://www.linkedin.com/in/angelika-rinck-b93a7019b/.Please reach out to us by either sending an email to [email protected] or signing up for our newsletter and getting informed when we publish new episodes here: https://www.whatsyourbaseline.com/subscribe/.
• 
  Ep. 101 - Lightweight EA: Eetu Niemi 10.11.2025 57dk

  In this episode, we welcome Finnish enterprise architect and author Eetu Niemi to explore what it means to make enterprise architecture (EA) “lightweight”—practical, collaborative, and relevant in the real world. From frameworks to fiction writing, from ivory towers to coffee-fueled collaboration, this conversation dives into how to make EA actually work for organizations.With over 16 years of experience in architecture consulting at CGI, Coala, and Accenture, Eetu has guided more than 45 private and public organizations in transforming their business and IT landscapes. He specializes in enterprise and solution architecture, helping organizations align technology with strategy, improve EA practices and tools, and strengthen information security.A published author and recognized thought leader, he wrote the first EA book in Finnish and two bestsellers on IT consulting and frequently shares insights through blogs, newsletters, and speaking engagements. Holding a PhD in enterprise architecture benefit realization and an MSc (Econ.), his cross-industry work spans finance, telecom, manufacturing, and the public sector—delivering results in EA modeling, governance, and tool implementation with platforms such as BiZZdesign, Ardoq, and Sparx EA.In this episode of the podcast, we talk about:Eetu’s background — Author, architect, and advocate for democratizing enterprise architecture so it’s accessible beyond the ivory tower.Rethinking EA’s relevance — Success comes when EA shifts from being “nice diagrams” to being indispensable guidance that helps organizations plan, adapt, and reduce risk.Defining “lightweight EA” — It’s all about communication and cooperation, using models as tools for dialogue, not as ends in themselves.Avoiding EA’s common traps — Filling every box in a framework or modeling everything down to cables and servers misses the point. EA should focus on solving real business problems.Where to draw the line — Model at the logical level (applications, processes, data) — not every internal detail. EA is the layer above IT and process modeling, not a replacement for them.Kickstarting EA right — Start small, plan with stakeholders, and document goals and methods early. Collaboration beats over-engineering every time.Who to talk to first — Don’t wait for the C-suite; start where you have access, build trust, and work your way upward.Quick wins matter — Focus on tangible outcomes like system maps for upcoming projects — those early wins open doors and earn invitations “to the next party.”Light tools for light EA — Begin with approachable modeling tools instead of overcomplicated platforms. Save the big systems for when you truly need them.Governance without the grind — Keep EA blueprints current but concise. A handful of well-maintained diagrams is better than hundreds of forgotten files.Collaboration is key — EA succeeds through engagement: creating models with people, validating them with people, and helping those people make better decisions.Selling the value — Show how EA helps others succeed — whether that’s IT planning, compliance, or transformation — and you’ll overcome “I have no time for this” resistance.EA + AI = opportunity — Complexity is growing, not shrinking. AI can help classify, visualize, and assist — but architects still provide the judgment and storytelling.Making EA stick — Keep the practice alive through persistence and visibility. Even when budgets tighten, lightweight EA thrives by staying practical, connected, and useful.You can reach Eetu on LinkedIn here: https://www.linkedin.com/in/eetuniemiphd/ Please reach out to us by either sending an email to [email protected] or signing up for our newsletter and getting informed when we publish new episodes here: https://www.whatsyourbaseline.com/subscribe/.
• 
  Ep. 100 - A Special Occasion With Friends 27.10.2025 1sa 9dk

  Welcome to a very special episode of What’s Your Baseline? — where we demystify enterprise architecture and business process management. In this milestone 100th episode, we are joined by fellow BPM podcasters from Prozess Philosophen and BPM360 to celebrate, reflect, and talk about the wild ride of creating content in this niche space.In this episode of the podcast, we talk about:Milestone celebration — 100 full-length episodes! A look back at the journey and what's ahead.Origin stories — How each podcast got started: from Munich restaurants to airport lounges, and "anonymous alcoholics for BPM enthusiasts."The evolution of podcasting — From rough first episodes to polished productions (or intentionally unpolished ones).Video vs. audio debate — The pros, cons, and time costs of adding video to podcasts; why some stick to one-take recording.Editing realities — 10 minutes vs. 8 hours: wildly different approaches to post-production and what works for each team.Authenticity over AI polish — Why staying real and soulful matters in an era of AI-generated, hyper-polished content.Community-driven content — Listener feedback shapes episodes; the power of niche audiences and recurring themes.Lessons learned — Top advice for aspiring podcasters: just start, don't overthink, make guests comfortable, and embrace imperfection.Underrated vs. Overrated — Change management (underrated), AI hype (overrated), process models (underrated), BPMN notation alone (overrated).The future of BPM podcasting — Where the medium is headed, from knowledge lexicons to safe spaces for authentic discussion.Listener challenge — What content do you consume? How do you consume it? What resonates with you and why?Gratitude and reflections — A heartfelt thank you to the audience, guests, and the BPM community for four years of support.Please reach out to us by either sending an email to [email protected] or signing up for our newsletter and getting informed when we publish new episodes here: https://www.whatsyourbaseline.com/subscribe/.