If you talk to any TOGAF-certified architect today, they'll likely insist their work is enterprise-wide and strategic. Yet, curiously, the majority of CFOs, COOs, and HR leaders have little to no interaction with TOGAF-certified professionals. Why is this disconnect so widespread—and why does it matter?
1. CFOs: Why TOGAF Doesn’t Address Real Financial Strategy
Consider a CFO at a global bank or insurance company:
They’re concerned about financial modeling, revenue optimization, risk management, regulatory frameworks, capital efficiency, profitability, and investor confidence.
How many CFOs have you seen turn to TOGAF-certified architects to navigate these strategic financial challenges? Practically none.
Why? Because TOGAF is fundamentally built from an IT governance perspective—not financial or strategic. It simply cannot translate strategic financial decisions into clear architectural choices.
Remember clearly: If TOGAF truly represented enterprise-wide architecture, CFOs would regularly rely on TOGAF architects. But they don't—and this gap exposes TOGAF's fundamental limitation.
2. COO’s Perspective: Operations are Ignored by TOGAF
Similarly, consider the COO of a global enterprise. Their concerns include supply chain efficiencies, logistics, operational risk, quality management, process integration, and operational resilience.
How many COOs directly rely on TOGAF architects for operational strategy or supply chain integration? Virtually none.