If TOGAF Doesn’t Shape Business Strategy, Why Call It "Enterprise" Architecture?

Ask most senior executives—CEOs, CFOs, or COOs—about the role of Enterprise Architecture (EA). They’ll tell you something simple: EA should guide strategy, help navigate complex organizational changes, and integrate all functions of the enterprise seamlessly.

Yet, despite calling itself "Enterprise" Architecture, TOGAF rarely influences strategic business decisions. Instead, TOGAF-certified architects spend most of their time on IT governance, IT systems management, and compliance checks. It raises a critical question: If TOGAF doesn’t shape business strategy, why call it "Enterprise Architecture" at all?

1. Understanding the Core Misalignment—Strategy vs. IT Operations

TOGAF describes itself as a framework for aligning enterprise goals with IT. But let’s examine reality:

• How many CEOs directly use TOGAF to formulate their market strategy?

• How many CFOs trust TOGAF for enterprise financial restructuring?

• How many HR leaders use TOGAF for workforce planning or cultural change?

• How many COOs integrate TOGAF into operations and supply chain strategy?

The honest answer: practically none.

2. The 1820 Medical Analogy—The Fundamental Blind Spot

Imagine becoming a doctor in the 1820s, trained only in the function of intestines. No matter the patient's problem, you try to solve it using your limited knowledge. Heart pain? Check the intestines. Breathing difficulty? Examine intestines. Bone fracture? Again, intestines.

Ridiculous, right?

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