Call for Industry Forum

We invite you to join the global Business Process Management (BPM) community by contributing to the Industry Forum at the 2026 International BPM Conference, set to take place in Toronto on September 27 – October 2, 2026.

The BPM Industry Forum has consistently served as a platform for bridging the gap between academia and industry, enabling meaningful connections among experts in BPM worldwide. The BPM conference is one of the few venues where BPM professionals can interact with leading academics in the field.

The industry forum is a space dedicated to sharing practical applications of BPM to drive efficiency gains, innovations, lessons learned, and case studies across different industries. Participants range from roles such as business analysts, process managers, consultants, and executives. We invite you to share your experiences with real-life BPM projects and listen to what others have achieved. 

The industry forum encourages contributions related to technology and its implementation, methods and practical approaches, governance and strategic alignment, and role of people and culture in the context of BPM. Examples of questions that could be addressed are as follows:

• How to utilize new technologies for process innovation?
• How to deliver strategic value through BPM?
• How to build a process-oriented organization?
• How to create successful BPM governance which balances stability and efficiency with innovation and localization?
• How to leverage and coordinate BPM within large, global initiatives?
• How to leverage BPM within small organizations and startups?
• How to manage change that is unleashed by BPM initiatives?
• How to design robust and agile processes in light of external change?
• How to co-improve cross-organizational processes with business partners?
• How to implement cutting-edge technologies to optimize business processes, e.g., agentic information systems or large language models, Robotic Process Automation or artificial intelligence solutions, action-oriented or object-centric process mining, or distributed ledger technologies?
• How to drive digital innovation with and through BPM efforts?

Organizations are invited to submit their cases and present them at the BPM conference. Don’t miss this unique opportunity to be part of the worldwide BPM community.

Submission Types

This year, the forum welcomes two submission types to better accommodate a range of practitioners' contributions. The first is an oral presentation for those who prefer to present their BPM experiences and learning without writing a paper. The second is a written case paper.

Submission Guidelines for Oral Presentations

Submission Link: BPM 2026 EasyChair submission site (Select Industry Forum)

Format

• Max 2 pages abstract.
• LNCS template is preferred for consistency but not mandatory.
• Language: English.

Abstract content (recommended structure)

• Title and presenters: talk title, presenter name(s), affiliation(s), role(s), and contact email(s).
• Context: brief description of the organization and process domain.
• Problem/opportunity: the BPM challenge or goal addressed.
• Approach: methods, technologies, governance, or change-management practices applied.
• Outcomes and evidence: results, metrics, or qualitative impact; key lessons learned.
• Transferability: what others can learn/reuse; prerequisites and pitfalls.
• Takeaways: 3–5 bullet points attendees will learn.
• Optional: link(s) to public resources (e.g., demo video, blog, repository) and a short speaker bio (100–150 words).

At least one presenter of each accepted talk must register for the conference and deliver the presentation at the forum.

Submission Guidelines for Papers

Submission Link: BPM 2026 EasyChair submission site (Select Industry Forum)

Paper Template: Papers should be prepared using the template of Springer’s LNCS series (see Springer Guidelines).

Page Limit: 10 pages following the template. At least one author of each accepted case must register for the conference and present the paper.

While you are free to structure your paper as you want, you should consider including the following aspects:

Introduction: The introduction to a case study description serves as a critical component that sets the stage for the reader. It should provide context, outline the scope of the case study, and generate interest. Begin by introducing the organization that is the subject of the case study. Articulate the goals of the case study. What insights or lessons do you aim to convey? Are you exploring a successful strategy, analyzing a failure, or examining a unique situation for learning purposes?

Problem Statement: Clearly state the problem or opportunity that the case study addresses. This could be a challenge the organization faced, a decision it needed to make, or an opportunity it sought to capitalize on. Offer a brief overview of the broader context in which the case study unfolds. This could include relevant industry trends, challenges, or opportunities that set the backdrop for the specific situation being examined.

Research / Methodological Background: It is necessary to place this problem in a scientific/research context. Embedding this problem in a scholarly context could involve situating it within a selected framework or Business Process Management (BPM) theory.

Key Findings or Outcomes: Provide key findings, outcomes, or insights that will be explored in the case study. This helps to engage the reader and sets expectations for what they can learn from the analysis.

Significance and Relevance: Explain why the case study is significant. Discuss how it contributes to the understanding of broader industry trends, management practices, or relevant academic concepts.

Scope and Limitations: Define the scope of the case study by outlining what is included and what is not. Clarify any limitations or constraints in the data or information available for analysis.

Conclusions: Consider including a thesis statement that succinctly summarizes the main argument or takeaway of the case study. This can help guide the reader’s understanding of the central focus.

Program Committee

Ingo	Kregel	DZ HYP AG (Real estate bank)
Felix	Mannhardt	Eindhoven University of Technology
Carlos	Fernandez-Llatas	Universitat Politècnica de València
Thomas	Hildebrandt	University of Copenhagen
Hafedh	Mili	Université du Québec à Montréal
Clara	Ziche	ÖBB-Infrastruktur AG
Urszula	Jessen	Technical University Eindhoven
Jannis	Nacke	Universität Duisburg-Essen
Søren	Debois	DCR Solutions A/S
Saimir	Bala	Hasso Plattner Institute
Ramon	Gil	Cenit - Consultoría Estratégica de Negocios Information Technologies, S.L.
Timotheus	Kampik	SAP, Umeå University
Benjamin	Matthies	Münster University of Applied Sciences