Before World War 1 we had armies led by hierarchical structures - generals telling majors etc. til it got down to the expendable "ordinary men" of Pink Floyd's famous song. WW1 was a disaster, killing millions of these ordinary men for a few yards of mud.
So they changed methodology. Suddenly armies worked in expert units, with all the experts working closely together and with autonomy, rather than having to blindly follow orders.
Companies, however, are still living in that pre-WW1 world. Tasks are often handed down or "agreed" in Hippo (Highest paid person's opinion) meetings. Projects are driven by the ego of top managers, rather than bubbling up as "we need to do this" from the cutting edge of the business.
Some of our inability to collaborate was trained in schools too. We were taught to listen to the teacher, but never talk to - or learn from - our fellow pupils. We were taught to go away and produce finished work before showing it to the class, not show an idea and get others to work on it together.
Task trackers still follow this top-down, no-one working together model too. They break down the task into autonomous units which are someone's responsibility. They work on tick boxes, not fluid "coming together" models as each part of the task influences the shape and scope of the others.
The problem is a chicken and egg one. Until more companies work this way, there won't be demand for the product to make it happen. And the old companies are already broken - their system doesn't work and no amount of software can fix it.
So the tracker is like CRM - mapped to the wrong business model. It becomes a way to berate people for missing deadlines which were artificial anyway. It becomes a way for the person who likes writing lists but never does anything to lord it over those who achieve, but understand that scope creep affects deadlines and work with it.
And like CRM, good software should make it easier to do projects, not add an onerous reporting layer to force knowledge from people into the organisation. Yes - that's right - project software isn't to benefit you but to benefit the organisation, giving them transparency and a way to force deadlines.
I hope that, as organisations become about teams of experts collaborating and driving things forward, the software to synergise this will emerge. But I've said the same about CRM, then stood by and watched as a whole new raft of marketing software was built on the same "appointments for pushy salespeople" model.