Enterprise Intelligence

Level 1 remains inside IT. Business departments are still external at this stage. That is why Level 1, even when strong, is not enterprise anatomy yet—it is IT anatomy convergence.

Most Enterprise Architecture “maturity models” measure capability. They describe whether an organisation has EA activities, governance forums, standards, repositories, tooling, and whether those activities appear more consistent over time. This is a useful lens for assessing the presence of EA practice. But it is not the lens ICMG Enterprise Anatomy™ uses. The ICMG Enterprise Anatomy™ model does not measure how mature your EA practice looks . It measures something else entire

Enterprise Architecture maturity is therefore not the progression of IT governance practices or tools. It is the elevation from isolated architectural activity toward explicit enterprise anatomy governing decisions across the organization.

In practice, architecture compliance often means one thing: the IT project is using an approved vendor, platform, or technology stack. This is not architecture. It is procurement control.

Organisations believe they are enforcing architecture — when they are only enforcing vendor and tool uniformity.

In Enterprise Anatomy™, we don’t define systems based on presence. We define them based on structural purpose, organizational embodiment, and functional integrity. Let’s take a cue from biology.

Just because something is everywhere doesn’t mean it deserves structural elevation. In Enterprise Anatomy™, we don’t define systems based on presence. We define them based on structural purpose, organizational embodiment, and functional integrity. Let’s take a cue from biology.

The Stage 2–7 Problem Analysis framework is ICMG’s deep diagnostic method — designed to evaluate structural health across an enterprise or a subfunction, much like a modern medical diagnosis.

Enterprise transformation begins with diagnosis. Not demos. Not top-right quadrants. Not Gartner-endorsed flip charts. Know your anatomy. See your nervous system. Only then does a new brain make sense.

Over 2 days, 12 Department Heads gathered to talk enterprise strategy. And in true modern tradition, they summoned the ancient corporate chant: “Capability.” 1,400+ times.

Naming parts doesn’t create function. You can agree on terminology—and still build disconnected systems.

Human anatomy doesn't change depending on the hospital or doctor. Yet in EA, everyone thinks they're allowed their own interpretation.

Is what you’re managing salt—or is it an aircraft? Salt is replicable, cheap, and replaceable. Aircraft involves complex design, long timelines, and sovereign implications.

It wasn’t until human anatomy was mapped and applied that modern medicine emerged.

Kodak’s story isn't a tale of inevitable failure; it's a powerful lesson in why understanding Enterprise Anatomy is crucial

But this isn’t just about past mistakes. It’s an opportunity for Boeing to deeply understand and correct its anatomy blind spots

For decades, Enterprise Architecture (EA) has been viewed through an IT-centric lens, just like how early medicine misunderstood the complex

The truth is, IT is not separate from the business. HR, Sales, Finance, and Customer Support are not isolated entities—they are interconnect

Strategy Execution is not an experiment—it is structural engineering.

ICMG’s discovery of Enterprise Anatomy did not happen overnight. It took years of deep observation across industries.

ICMG’s discovery of Enterprise Anatomy did not happen overnight. It took years of deep observation across industries.

Beyond Planning: EA as the Backbone of Business and IT Operations

Breaking down silos isn’t just about fixing processes and systems; it’s about transforming the way people work together.