Enterprise Intelligence

The next time someone repeats “People, Process, Technology” as the answer, remember this: That’s like a doctor asking about your family instead of reading your heart scan. Relevant to life, maybe. But useless when you’re on the operating table. 👉 Enterprises need Anatomy, not slogans.

Enterprise Anatomy is not a rebrand of TOGAF, 7S, operating models, or systems thinking. It is the first structural science that: fixes the boundary problem (one map), exposes rejection points (organs and contradictions), and lets leaders decide before the cut.

Stop treating M&A as a financial transaction. Start treating it as a anatomy transplant.

The Illusion of Completeness In boardrooms, the claim sounds convincing: We have 180 IT projects running. That’s our digital enterprise. Or its newer hype: “We can even build a digital twin of the enterprise from these projects. It sounds powerful. But it’s another IT fad. HR won’t care. Sales won’t care. Operations won’t care. Because they know: 180 IT projects show activity, not the enterprise body.

Just as a surgeon would never attempt a transplant without testing compatibility, no board should attempt a merger or acquisition without the ICMG M&A X-ray Protocol. This is not about “synergy.” It’s about answering the real question: Is there an anatomy match? Without this test, M&A is a gamble. With it, leaders can diagnose before they cut.

Enterprises, like human bodies, are living systems. You cannot simply stitch two together and hope for harmony. The wrong match equals rejection. That’s why every M&A needs Enterprise Anatomy.