Why TOGAF Isn’t Enough: A Case Study In Real Enterprise Architecture
This exploratory Enterprise Architecture case study examines how a large organisation used TOGAF as a starting point but ultimately created a customised enterprise architecture model. It explains what parts of the framework were kept, what was discarded, and how the organisation built an EA practice that delivered real value—offering actionable lessons.
Enterprise architecture (EA) has long been seen as a strategic enabler for clarity, alignment between business and IT, and a coherent roadmap for digital transformation. TOGAF, the most cited EA framework globally, offers a blueprint for these outcomes. However, this case study shows the divergence between theory and execution when a framework meets the complexities of a real organisation.
The case study of a large, technology-oriented institution found that, despite TOGAF being adopted as the official EA framework, various core components were systematically set aside to create a more flexible and responsive EA practice. This included discarding the Architecture Development Method (ADM) and embracing a stakeholder-centred approach that focused on outcomes and adaptability.
Key Points
- The organisation adopted TOGAF but set aside many of its core elements for a more practical approach.
- There was a conscious shift away from the rigid methodology of TOGAF to an organically evolved architecture practice.
- The case reflects a broader reality that formal frameworks can struggle to function within operational complexity.
- EA success is characterised by contextual intelligence—absorbing and adapting useful elements while discarding the rest.
- The case does not provide a template but rather demonstrates that effective EA can be both disciplined and dynamic.
Why should I read this?
This article is essential for CIOs, CTOs, and architecture leaders who face the challenges of aligning IT strategies with operational realities. It offers a unique case study that illustrates how a large organisation successfully navigated the limitations of a formal framework like TOGAF, providing valuable insights on how to develop a responsive and effective enterprise architecture practice. The lessons learnt can help leaders to focus on delivering value through adaptable and contextual EA methods rather than rigid adherence to prescribed frameworks.
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