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Who Convinced the Middle East That IT Architecture = Enterprise Architecture?

Updated: Jul 7

The answer lies in a 3-part influence chain — an imported belief system, institutionalized by vendors, consulting firms, and certification bodies, and unchecked by internal strategic leadership.


1. Global Consulting Firms (BIg 10 + EA Boutiques)

They were first to arrive, positioning EA as part of digital transformation, often as a technology-first activity.


These firms made EA synonymous with:

  • Application landscape rationalization

  • Cloud migration planning

  • IT cost reduction

  • Data warehouse modernization

They filled strategy decks with boxes labeled “Enterprise Architecture” — but in practice, it was IT solution architecture at best, with just a few strategic overlays.


They convinced boards and CIOs by saying:

“We’ll give you a future-state enterprise architecture in 12 weeks.” But what the client got was: A slide deck showing servers, systems, and some disconnected org charts.

They did not model 15 departments, nor deconstruct business rules, nor map process-event-data-rule logic across the enterprise. They simply rebranded IT blueprints as EA.


This confusion continues today, especially in large banking, oil & gas, and aviation clients across Riyadh, Abu Dhabi, and Dubai.


2. TOGAF and Certification Factories

TOGAF played a silent but powerful role in this misdefinition.

The TOGAF syllabus:

  • Spends more time on terminology than execution

  • Allows one to “define EA” without touching business operations, revenue logic, or departmental models

  • Encourages a tech-first interpretation: application, data, tech layers

In the Middle East, TOGAF became a recruitment keyword — HR departments looked for “TOGAF-certified architects” assuming they were business architecture experts.


Instead, most knew how to:

  • Create a viewpoint

  • Draw a heatmap

  • Reference an ADM phase


Meanwhile, strategy teams and department heads never saw EA as their concern — it was filed under “IT’s responsibility.”


So the result?

TOGAF = EA

EA = IT Landscape

IT Landscape = Enterprise Understanding


A tragic logical fallacy — yet it got normalized in banks, ministries, and telecom firms across the region.


3. Enterprise Tool Vendors and “Magic Quadrant” Influence

The final link was sealed by EA tool vendors and analysts.


Tool vendors — many of them scoring high in Gartner’s Magic Quadrant — sold software that could:

  • Catalog applications

  • Create architecture diagrams

  • Manage solution portfolios


They claimed:

“Use our tool to build and govern your Enterprise Architecture.”

But in reality, the tools were being used to:

  • List systems

  • Tag owners

  • Map integrations


What they never offered:

  • 6-perspective mapping across departments

  • Full variable-based decomposition (process, rule, timing, event, data, network)

  • Strategy-to-operations traceability


Enterprise X-Rays? Missing.

15 Department Anatomy Models? Missing.

Problem Diagnosis from Stage 2–7? Missing.


And yet… these tools were branded as EA platforms.


So CIOs — influenced by Gartner and the “Quadrant logic” — believed:

“If we buy the tool and get certified, we’re doing EA.”

So Who’s to Blame?

It’s not one party. It’s a perfect storm of misinformed alignment:

Actor

What They Sold as EA

What Was Missed

Big 4 & consulting firms

Tech roadmap + cloud migration

Business rules, process logic, inter-departmental flows

TOGAF/CERT bodies

Generic frameworks

Enterprise-specific anatomy, real execution

Tool vendors

System catalogs + dashboards

Enterprise diagnostics, department interlinking

Internal CIOs & leaders

Trusted these sources

Never challenged or questioned the definition

The Middle East is Now Waking Up to the Gap

In Abu Dhabi, Riyadh, Dubai — leadership teams are starting to sense:

  • IT architecture is not helping them solve customer delays

  • TOGAF diagrams are not reducing project overruns

  • Application catalogs are not aligning with national KPIs


This is the moment to intervene with the ICMG Anatomy model.


Because once leaders realize they’ve been shown the “thumb nails” but not the “Nervous System,” they will demand the full anatomy.

Enterprise Intelligence

Transforming Strategy into Execution with Precision and Real Intelligence

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