Enterprise Intelligence

Millions of records, images, and artifacts were scanned and made searchable, public access improved, and media celebrated the achievement — yet the enterprise structure linking preservation, research, education, funding, and policy-making was never modeled.

A recurring pattern is equating active agile backlogs with architecture reform. User stories moved, sprints closed, features deployed — yet the enterprise structure linking benefits policy, eligibility, payment, and compliance was never modeled.

P1–P6 Insight Preview: These six perspectives define how an enterprise connects intent to execution — P1: Strategy, P2: Business Processes, P3: System Behaviors, P4: Component Governance, P5: Implementation, P6: Business & Technology Operations. P1 (Strategy): Audit standardization was positioned as a safety transformation, but no architecture-led plan linked it to measurable risk reduction or systemic prevention outcomes. P2 (Process): Inspection processes were documented

Management could view gate entry counts, concession sales, and staffing levels in real time — yet the enterprise structure linking ticketing, security, concessions, facility management, and partner coordination was never modeled.

Claims processors could view a claimant’s status in one place, and response templates sped up correspondence — yet the enterprise structure linking policy updates, eligibility logic, payments, appeals, and fraud detection was never modeled.

Material diversion credits could be issued and traded, transaction transparency improved, and environmental claims became easier to report — yet the enterprise structure linking collection logistics, material verification, processing, compliance, and payments was never modeled.