TOGAF’s "Business Architecture Layer": Just IT Governance in Disguise?
- Sunil Dutt Jha
- Mar 10
- 3 min read
Updated: Mar 15
When enterprise leaders discuss their organizational structure, strategy, and integration, they seldom think about their IT governance model first. Yet, TOGAF positions its "Business Architecture Layer" precisely within an IT-centric model. This immediately raises an obvious question: Is this genuinely business or enterprise architecture—or simply IT governance relabeled and disguised?
1. The 1820 Medical Analogy—Why TOGAF Misses the Big Picture
Imagine a surgeon from the 1820s who only understands the human intestines. To him, every medical issue is seen exclusively through intestinal function. Clearly, this outdated understanding wouldn't serve today's complex healthcare needs.
Yet, TOGAF-certified architects operate similarly, viewing every enterprise issue primarily through the lens of IT governance. They mistakenly assume that business challenges can all be resolved through better IT alignment, ignoring the genuine enterprise anatomy—Finance, Operations, HR, Risk, Sales, Compliance, Logistics—that exists beyond IT systems.
This fundamental misunderstanding is precisely why TOGAF’s credibility has eroded dramatically among business leaders. It fails to see the entire enterprise clearly.
2. The Myth of "Business Architecture" as Defined by TOGAF
TOGAF explicitly places "Business Architecture" as a layer within an IT governance framework. Let's break this down practically:
How often do finance executives use TOGAF to design financial risk models?
How often does HR use TOGAF for workforce strategy or talent management?
Do sales or operational executives ever reference TOGAF when making strategic decisions?
The truth is clear: almost never.
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