Contrary to prevailing models, ICMG has, through three decades of relentless research and practical application, uncovered a fundamental truth: every enterprise, and indeed every project within it, has just one definitive anatomy. Recognizing this truth is essential because enterprise architecture isn't an isolated IT activity; it's inherently integrated across strategy, processes, systems, components, implementation, and operations.

If you're one of the 40,000 enterprise architects proudly carrying a EA certification, you genuinely aspire to shape the organization strategically. But pause for a moment—are you truly driving enterprise-wide strategy, or just enhancing IT systems?

The harsh reality is that many "Enterprise Architects" operate exclusively within the IT department. They rarely, if ever, engage with CFOs, COOs, CHROs, or the CEO to discuss strategic enterprise challenges beyond IT infrastructure or technology roadmaps.

The 1820s Doctor: Why IT-Centric Architects Should Learn from Human Anatomy

Imagine the medical profession in the early 1820s. Doctors relied heavily on limited diagnostic methods, such as superficial examination of symptoms, and misunderstood the interconnected complexity of human anatomy. They didn't grasp that the human body comprised multiple interconnected systems—digestive, respiratory, nervous, cardiovascular, skeletal, muscular, and more. As a result, treatments like bloodletting prevailed, based on narrow views, often causing more harm than good.

Now, think of today's TOGAF-certified "Enterprise Architects" similarly. They approach the enterprise with an IT-centric lens—primarily understanding technology systems, servers, and applications. They overlook or misunderstand that enterprises also have distinct yet interconnected "systems": strategic goals, business processes, human resources, customer interactions, cultural dynamics, finance operations, and more. Like doctors of the 1820s, these architects limit their understanding to a single system (IT), missing the broader, interconnected anatomy of the enterprise.

Consider the complexity and harmony within the human body: 11 major organ systems, each composed of specialized cells, tissues, and functions working together seamlessly. Similarly, a modern enterprise comprises multiple departments—finance, marketing, sales, HR, production, logistics—each functioning like an "organ system." Each department itself contains layers of complexity, like the tissues and cells within an organ system, structured through strategy, processes, systems logic, components, implementation activities, and ongoing operations.

Why do today's architects lack this insight? Because just as the human body didn't come with a user manual from its creator, neither did enterprises. The anatomy always existed, clearly defined and inherently integrated, yet humans had to observe, experiment, dissect, and learn before truly understanding it. Enterprise architecture faces the same challenge. Many architects mistakenly believe that their IT manuals and frameworks, such as TOGAF, can define and understand the entire enterprise. This misunderstanding is as fundamentally flawed as assuming one could understand the human body by examining only the digestive system.

Remember, just as no doctor today would dare practice medicine without a holistic understanding of human anatomy, no enterprise architect should attempt to shape an enterprise armed only with IT-centric frameworks. The enterprise was always there, fully integrated, fully interconnected. It's our responsibility to observe, study, and understand its true anatomy, rather than remain confined to a dangerously limited view.

Many enterprises invested millions in EA training and certifications, documentation etc expecting that "Enterprise Architects" would bring strategic clarity. Yet, most certified architects struggle to demonstrate value beyond IT governance. Why? Because their frame of reference is IT-centric, rarely venturing into strategic dialogues with executives outside of technology.

It's time to embrace clarity. If your role primarily revolves around IT, why not openly acknowledge this reality? The industry and your stakeholders deserve transparency. You can do everyone a favor by adopting the more accurate title: "IT Architect."

ICMG’s Enterprise Anatomy Model goes beyond conventional TOGAF's IT-centric limitations. Like a surgeon who understands every organ system before performing a critical operation,

ICMG architects understand the complete enterprise anatomy before crafting solutions. IT is integrated naturally within this anatomy, not mistaken for the entire enterprise.

Table: Old vs. New Thinking (Enterprise Anatomy vs. TOGAF)

Remember, real Enterprise Architecture shapes and aligns the entire enterprise—not just its technology.

Business-First Actionable Steps

1. Evaluate honestly: Is your current architecture practice limited to IT?

2. If yes, clearly adopt the designation "IT Architect."

3. If you genuinely aspire to enterprise-wide impact, explore and adopt the ICMG Enterprise Anatomy framework.

   
   

Ask yourself right now: As an "Enterprise Architect," when was the last time you met your CFO, COO, or CHRO to discuss enterprise strategy?

Ultimately, enterprises—like the human body—are far richer, more intricate, and more interdependent than any IT-centric framework acknowledges. It's time to step up our understanding to match that complexity.

Remember, an enterprise is far more than just its technology—it's a complex organism comprising strategy, processes, systems, components, human interactions, culture, finance, and operations. To genuinely influence and shape your organization, you must expand your understanding beyond IT.

If you're an architect predominantly focused on IT, it might be time to acknowledge that explicitly—before your CEO mandates it through an official memo. Clearly stating "IT Architect" in your title can save everyone from confusion, misaligned expectations, and strategic missteps.