EA for an Airline Is Not EA for a Bank. So Why Do EA Consulting Deliverables Look the Same?
- Sunil Dutt Jha
- May 18
- 7 min read
The issue is not whether EA consulting was delivered. The issue is whether the EA was built from the real decisions the industry runs on.
Many enterprises have already completed Enterprise Architecture consulting engagements.
They have received EA frameworks, governance models, principles, standards, roadmaps, capability maps, application views, technology views, rationalization plans, repository recommendations, and architecture review processes.
The documents look professional. The slides look complete. The language sounds mature. The architecture office has something to show.
But when we compare EA deliverables across industries, a strange pattern appears.
A bank receives similar EA deliverables. An airline receives similar EA deliverables. A hospital receives similar EA deliverables. A telecom operator receives similar EA deliverables. A government agency receives similar EA deliverables. A tourism fund receives similar EA deliverables.
The logos change. The industry words change. A few diagrams change. But the underlying EA output often looks almost the same.
That is the problem.
Because EA for an airline is not EA for a bank.
A bank does not run like an airline. An airline does not run like a hospital. A hospital does not run like a telecom operator. A tourism fund does not run like a police department.
So the real question is simple:
If the industries are different, if the decisions are different, if the risks are different, if the operating logic is different, then why do so many EA consulting deliverables look the same?
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