One such example is an independent consultant who also happens to be a motivational coach. Working on a BPM project for a UK-based automative company, he was keen to explore a variety of different notations for business process modeling, but on hearing of BMM was interested to learn more. He has quickly identified the benefit of modeling Ends and Means, and reduced the difference between goal and objective to simply this:

Is it an enduring goal or a targetted objective?

Another group of business analysts at a UK retailer find themselves regularly questioning why certain business processes are required, and equally regularly fail to get a meaningful motivation from their sponsors. They hope to be able to extract this motivation from the business more easily now that they have a model which can link the processes they identify with business strategy, even if they have to come up with the implied strategy themselves in the first instance.

It will be intriguing to see the level of uptake of the business motivation model in the coming months, and whether it will provide that missing link between business sponsor and systems development that so many previous modeling techniques have aimed to create.