Business Process Management (BPM) projects deal with two apparently opposite goals: on the one hand, they perform aformalization of the practices by means of business process models; while on the other hand, they simultaneously aim atachieving flexibility. This paper discusses how organizations deal with these two apparently conflicting goals in practice. Toaccomplish this, a case study is presented in the Brazilian office of a multinational company in the chemical industry thatrealized a BPM project to assure process compliance. The analysis of the case is based on the Actor-Network Theory. Theresearch results point out to the need of considering the flexibility under a multidimensional view, in which a process mayhave different dimensions of flexibility, each one of which with distinct degrees of flexibility. These results make clear theneed of broadening the current views on flexibility in the BPM field.