Dubai Think Tank 2025 – Part 3: From Isolation to a Connected Enterprise Model
- Sunil Dutt Jha
- Feb 15
- 5 min read
Updated: Feb 24
At Dubai Think Tank 2025, enterprise leaders across industries came together to examine why so many Enterprise Architecture (EA) initiatives fail to scale or deliver sustained business transformation.
The biggest realization?
Enterprises confuse implementation with architecture.
Jumping straight into execution without defining architecture is one of the biggest failures in enterprise transformation.
From this discussion, four fundamental insights emerged that reshape how Enterprise Architecture must be approached:
1.Architecture is NOT Implementation – Learning from Civil Structures
One of the most common mistakes in IT and enterprise systems is that organizations jump into implementation first, without defining architecture properly.
In civil architecture, buildings are designed first before construction begins.
The Burj Khalifa did not start with pouring concrete—it started with structured blueprints defining its foundation, materials, and execution model.
However, in enterprise and system architecture, many organizations skip this step and rush into implementation, treating execution as an ongoing experiment rather than a structured process.
The irony? Systems and enterprises are far more complex than physical structures because they undergo significantly more changes—yet, they receive less architectural discipline.
Burj Khalifa: Three Phases – Architecture, Construction, and Operations
1.Architecture Model – Before construction, Burj Khalifa was defined in detailed blueprints, specifying every structural element, material, and execution pathway.
2.Construction (Implementation) – Engineers and workers followed the pre-defined architecture to execute construction. They did not redesign mid-way—they built according to the approved architecture.
3.Operational Instance – Today, Burj Khalifa is fully functional, but its architecture was determined long before the first visitor stepped inside.
What Happens When Enterprises Skip Architecture?
-They redesign mid-execution, leading to inefficiencies and costly delays.
-They create fragmented systems instead of a unified enterprise structure.
-They confuse ongoing operations with the original architectural vision.
Key Takeaway: Architecture must be structured before execution begins—just like a skyscraper is designed before construction starts.
2.The Scale of Change: Why Enterprise Anatomy is More Relevant than Civil Architecture
Enterprise Architecture is far more complex than civil structures because enterprises evolve at an extreme pace.
Buildings have an expected lifespan of 40-100 years, with only 8-10% changes during that time.
Enterprises and IT systems undergo 80-90% change in just 10-30 years—meaning they are in a state of constant evolution.
Yet, despite this complexity, most enterprises still treat execution as an experiment rather than an engineered process.
Instead of defining Enterprise Architecture first, companies:
-Jump straight into implementation—without a structured design.
- Modify structures on the go—leading to disconnected processes and misalignment.
-Focus on short-term solutions—ignoring the enterprise-wide framework required for longevity.
Key Takeaway: Enterprises require stronger architectural foundations than buildings—but they often receive less structured planning and thinking.
3.Why Systems & Enterprises are More Like the Human Body – Not Civil Structures
Unlike buildings, systems and enterprises are in a constant state of change—just like the human body.
Buildings are static—once constructed, only minor changes occur over decades.
An enterprise is dynamic—departments evolve, processes shift, regulations change, and technology advances continuously.
This is why enterprise architecture is more like anatomy than civil engineering.
Enterprise Architects are not just designers—they must function like doctors.
A doctor:
Understands anatomy (enterprise structure).
Diagnoses issues (identifies inefficiencies and bottlenecks).
Prescribes solutions (designs enterprise improvements).
Monitors operations (ensures execution and adaptation).
This is why Enterprise Anatomy makes sense—it covers architecture, implementation, and operations, ensuring enterprises stay structurally sound while evolving.
Key Takeaway: Enterprise Architects must not only define architecture but also ensure continuous execution and operational alignment—just like a doctor monitors a patient’s short term and long term health.
Enterprise Architects Must Be Like Doctors, Not Just Designers
Unlike civil architects, enterprise architects cannot just create blueprints and step away.
A doctor doesn’t just study anatomy—they ensure the body functions well throughout its lifetime.
Similarly, Enterprise Architects must not only define architecture but also ensure continuous adaptation, execution, and operational alignment.
Why Enterprise Architecture Must Go Beyond Design:
Buildings are designed once and remain static—enterprises must continuously evolve to remain competitive.
A building's architect is done once construction is complete—Enterprise Architects must continuously guide operations and transformations.
Hospitals have ongoing patient care—enterprises require ongoing monitoring and refinement.
Key Takeaway: This is why ICMG’s Enterprise Anatomy extends beyond traditional architecture—it integrates architecture, implementation, and operations into one continuous framework.
5.From Project to Department to Enterprise: The Journey to One Enterprise, One Anatomy
Just as Burj Khalifa represents one complete structure, an enterprise must function as one interconnected system—not as a collection of independent, disconnected units.
The journey to a fully connected enterprise model follows a structured path:
1.Project Anatomy Every transformation begins at the project level—small, focused initiatives that must be architected for execution.
2.Departmental Anatomy – Why Department-Specific Anatomy Matters As projects scale, they form the structure of departments (Sales, HR, Finance, etc.), ensuring that each function is defined before integration.
Departments as Buildings Around Burj Khalifa:
Burj Khalifa does not stand alone—it is surrounded by dozens of other high-rise buildings, each adding value to Dubai’s skyline.
Similarly, an enterprise is not a single entity but a system of multiple interconnected departments.
Each department has its own structure, function, and execution model—but they must all align within the larger enterprise structure.
Why Department-Specific Anatomy Matters
Sales Anatomy Model – Defines how sales, customer engagement, and revenue management interconnect with marketing and finance.
Finance Anatomy Model – Structures financial planning, risk management, and compliance to align with enterprise-wide goals.
HR Anatomy Model – Outlines talent acquisition, workforce planning, and performance management.
Operations Anatomy Model – Ensures supply chain, logistics, and service delivery are architected for efficiency.
Key Takeaway: Before an enterprise can scale to an interconnected model, it must first structure each department with a clearly defined anatomy.
An enterprise is NOT a single structure—it is a collection of well-architected departments, just like a city skyline is made up of multiple skyscrapers.
3.Enterprise Anatomy – One Enterprise, One Anatomy
Once all departments are structured, they interconnect to form One Enterprise, One Anatomy—a fully operational and scalable enterprise.
Just like a city skyline is built one building at a time, enterprises must architect their departments before achieving an enterprise-wide structure.
Why This Matters for Execution
Enterprises that jump straight to Enterprise-Wide Architecture without defining department-specific anatomy end up with disconnected operations.
Transformation happens at the project level first, then scales to department-wide structure, before becoming enterprise-wide.
Just like Burj Khalifa was not built in a single step, enterprises must evolve in a structured way—starting from projects, scaling to departments, and ultimately forming a singular enterprise-wide architecture.
Key Takeaway: One Enterprise, One Anatomy is essential—but the journey starts with defining One Project Anatomy and One Department Anatomy first.kk
Are You Structuring for Implementation or Architecture?
Is your Enterprise Architecture structured before implementation—or are you designing while building?
Are your departments interconnected—or operating like separate buildings without structure?
Does your Enterprise Architecture evolve like human anatomy—or is it treated like a static structure?
Enterprise Architecture must be structured, adaptable, and interconnected. The future belongs to enterprises that evolve like a living system—not ones that operate like isolated buildings.
Are you ready to make the shift?
