USA43: How a Public Utility Framed Regulatory Reporting Tools as Enterprise Architecture Evolution
- Sunil Dutt Jha
- Jul 22
- 1 min read
Updated: 5 hours ago
Overview:
This case is part of a 100-diagnostic series revealing how US utilities have misrepresented compliance upgrades as “Enterprise Architecture reform.”
A recurring pattern is treating regulatory reporting tools as proof of enterprise progress. Reports were generated faster, submissions met deadlines — yet the enterprise structure linking asset data, operational performance, and compliance action was never modeled.
P1–P6 Insight Preview:
Reporting tools improved compliance processes (P2) and component data flow (P4), but lacked strategy-to-operations alignment (P1) and integrated system behavior (P3).
Business ops (P6) still required manual root cause tracing; tech ops (P6) managed isolated reporting modules.
Role Disconnects:
CEO: “We’ve modernized compliance” — but the core operations driving the reports are unchanged.
CIO: “We can file instantly” — yet issues flagged aren’t resolved faster.
Sales Head (Stakeholder Relations): “Regulators are satisfied” — until they ask for systemic fixes.
Chief EA: “We modernized reporting, not the enterprise model”
Head of Compliance: “I can submit reports faster, but still chase data from five different teams”
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