Enterprise Intelligence

But here’s what I’d say to Russell Ackoff: Professor, your systems view changed how people thought. But systems are relative. Anatomy is absolute. Systems inspire sketches. Anatomy delivers scans. Just as medicine left 1825 behind, when Gray proved humans share one anatomy, enterprises must leave relativism behind and discover their one anatomy. That’s when survival stops being guesswork.

Culture matters — but only as a symptom of anatomy. Emotions ride on biology. Culture rides on enterprise anatomy. Until boards stop blaming culture and start scanning anatomy (P1–P6 × D1–D15), M&A will continue to be malpractice: cutting without a body map. 👉 Culture is how the body feels when the organs don’t fit. Anatomy is why it doesn’t fi

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.