In understanding the implications of execution, many organizations define high-level strategies but fail to break them down into executable components.
It’s important to note that execution is not a collection of best practices or project management methodologies—it is structural engineering.
Just like in human anatomy, where each organ system is a collection of organs operating across the entire body, every enterprise function is interconnected with other functions in a definitive, singular way—not by chance, but by design.
Each organ system has:
A unique function
Defined interconnections to other organ systems
A structured way of borrowing and supplying functionality
And these details and interconnections are not based on best practices, agility, or management frameworks.
It is engineering.
It is the sheer engineering of cells and tissues to create organs, of organs collaborating in an engineered way to form organ systems, and of organ systems integrating into ONE and ONLY ONE human anatomy.
Without understanding this, one cannot even touch, open, or treat a symptom or an opportunity.
The Engineering of Enterprise Execution: Lessons from Human Anatomy
In the human body:
Each organ system is a structured network of organs with a clear function.
Each organ has a defined responsibility but interconnects with others in a singular, structured way.
Organs do not "collaborate" freely; they operate in an engineered, predefined order.
Cells and tissues are not randomly grouped; they are precisely organized into organs, which integrate into structured organ systems.
Similarly, every enterprise has one and only one Enterprise Anatomy.
Strategy execution is not a tactical initiative—it is an engineered system.
This means:
1.You do not “experiment” with how finance connects with supply chain—just as you do not experiment with how the heart connects to the lungs.
2.You do not "adopt best practices" to define how compliance works with risk management—just as a surgeon does not experiment with reconnecting nerves without understanding anatomy.
3.Enterprise structure is not a flexible system—it is a defined, singular way of functioning.
Why Enterprise Anatomy is the Minimum Requirement for Execution
Every function in an enterprise operates like an organ system—structured, defined, and interconnected.
Each function borrows and supplies functionality to other functions in a structured, singular way.
These interconnections are NOT based on IT tools, agile methods, or management best practices—they are structural.
Without understanding Enterprise Anatomy, any intervention—whether optimizing operations, driving transformation, or implementing AI—is like attempting surgery without understanding human anatomy.
Enterprise Anatomy is not a theoretical framework—it is an observed reality.
This is why ICMG’s Enterprise Anatomy is the minimum qualification required for any enterprise intervention, optimization, or transformation.
The Question: Are You Engineering Execution or Just Managing It?
Do you understand the structured interconnections within your enterprise?
Are you treating execution as an engineered system or just a project-driven initiative?
Would you let a person / consulatnt operate on you without a deep understanding of anatomy? Then why allow enterprise interventions without understanding Enterprise Anatomy?
Strategy Execution is not an experiment—it is structural engineering.