In an overall view, the "BPM Backslide" issue can only be resolved by making the modeling process much more flexible and by supporting executable process models. Process modeling is put back into the hands of business domain experts in business units and departments. Process type and process structure determine who would perform the process modeling work. While structured processes that are not subjected to frequent changes would be primarily modeled by business analysts, unstructured processes would be composed at execution time by persons who can aptly be termed "knowledge workers" and who do not have a specific IT background. The business architecture forms the common foundation, and therefore it is possible to quickly create new business processes from structured and unstructured process fragments.

As a result, there are no arguments left that help business users make a case for BPM backslide. Creation and execution of individual business processes is effectively supported by a Dynamic Enterprise Management System (DEMS), and the time span between modeling and execution shrinks almost to zero.

From an economic viewpoint, there are also various measurable benefits. Significant cost savings through drastically shorter implementation times, through avoiding duplicate work and lower error rates make by no means the only case for a DEMS. The concept of business artifacts also supports the integration of governance and compliance processes in a natural way. As a consequence, the complete process lifecycle can be described and managed in a homogeneous way.