Instead of commenting on everyone’s personal comment I decided to add another comment to the discussion, because, it seems, everything in BPM is complex – business, processes, tools, technologies, etc. These are certainly symptoms (like pains at a body with long unhealthy life style). What are root causes? Just look in the mirror.
There are two different sources of complexity: 1) Natural, as we use more and more complex products produced by more and more interlinked companies and 2) Undesirable, as we do things with inadequate tools, without using the best available knowledge, via not communicating in the “same” language, by reinventing the wheel, following contradictory recommendations from consultants, drawing a process and executing something else, etc.
We (the BPM industry) have to reduce the undesired complexity to “liberate” the resources to better handle the natural complexity. And we must do it TOGETHER.
For example, although all processes are unique, the majority of them are assembled from patterns. Why should each enterprise reinvent the delegation authority matrix, differently and not optimal? Why is there not a proven set of patterns? Who can come up with BPM tools as executable BPMN fragments which are easy to adjust.
As any normal industry, we must have commonly-agreed terminology, a BPM reference model, executable process patterns, and BPM reference architecture. We have to work closely with business architecture, application architecture and enterprise architecture because every enterprise is a system of processes.