The Framework is presented as six areas of knowledge (the blue rectangles) and four areas of process (the yellow arrows)
The knowledge areas separate out five domains which are significantly different in terms of the demands that they make on organisations, and on the capabilities of those working in and with organisations. The detail of information technology and the ways by which to acquire and manage it is very different to the detail of organisational strategy; it is surprising to hear (very often) the simple idea that all one needs to do is to align one's IT and business strategies. It is the mission and purpose of the IMBOK to make clear that this is a ludicrous assertion: there are at least four leaps of faith (see the yellow arrows) wherein any misalignment of needs, understanding or expectations can wreck the intentions of a major IT and IS investment.
Consider the required competencies across the whole of this spectrum:
Any single person who is able to do all of this would be an extremely valuable contributor to any organisation. But would their value be recognised? Competition within an organisation is always very real and needs to be positioned in a way that lets it be managed, and avoids it becoming problematic.
Suppose that we know all about the five knowledge areas. Suppose we have experts who know all about the technologies that we use and that we have competent systems development staff that can work reliably to deliver good systems that meet the specification of the requirements. Happily, functional management in the main business areas is strong and the senior management team is well informed and sets reasonable targets.
Things can still go wrong. The problem lies in the migration of ideas from one area of competency to another - the four process areas highlighted with yellow in the figure above.