I’m Called a Business Architect. But I Create Business Views, Not D1–D15 × P1–P6 Anatomy.
- Sunil Dutt Jha
- May 2
- 5 min read
The Title Sounds Strong
I’m called a Business Architect.
That sounds like I define how the business works.
It sounds like I understand how strategy becomes process, how process becomes logic, how logic becomes components, how components become implementation, and how implementation becomes operations.
But what do I actually create?
Capability maps. Value streams. Process views. Journey maps. Operating model diagrams. Stakeholder maps. Business requirement views. Transformation roadmaps.
This is useful work. But useful work is not automatically architecture.
The Real Gap
Most Business Architecture work creates business views. It shows how work appears to move. It shows business capabilities. It shows value streams. It shows customer journeys. It shows department handoffs. It shows business terms in a cleaner language.
But it often does not define the actual anatomy of the business. It does not define how the business works across D1–D15 × P1–P6.
That is the real gap. A business view may explain the business. But anatomy defines how the business behaves.
What D1–D15 × P1–P6 Means
A real enterprise does not run through one diagram.
It runs through many departments (D1-D15), functions, systems, decisions, rules, people, and operations.
In an airline, for example, the enterprise may involve:
D1 Strategy, D2 Network Planning, D3 Schedule Planning, D4 Revenue Management, D5 Sales and Distribution, D6 Customer Experience, D7 Airport Operations, D8 Flight Operations, D9 Crew Planning, D10 Maintenance and Engineering, D11 Safety and Compliance, D12 Finance, D13 HR and Training, D14 IT and Data, D15 Partners and Support
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