It's very, very tempting to believe that this is true. However, the example picked - business process management - is such a spectacularly badly tooled, over-pr

It's very, very tempting to believe that this is true. However, the example picked - business process management - is such a spectacularly badly tooled, over-promising and under-delivering area that I don't think it's possible to draw conclusions that wide from it. BPM has the potential to support some really agile business styles, but I just don't see (or hear - maybe I just haven't got my ear close enough to the ground) that it's being applied to the right businesses at the right time. The best time is right at the start, which means that the tools need to be small, simple and agile, not bloated and overweight. Everyone deals in abstraction to some degree; business owners and managers are no different. We just need to find a way to map their abstractions to ours in a way that's easier for them to understand. I don't know what that would look like, but I also don't expect it to be a dumbing-down. I do know that BPEL and BPMN aren't it.