In my previous article, I explored the difference between Enterprise Architecture (EA) and Enterprise Architecting, arguing that EA is always present—either as a deliberate blueprint or the unintended result of uncoordinated decisions. I concluded by posing a key question: How can organisations transition from an ad-hoc enterprise architecture to one that is structured, adaptable, and genuinely valuable—without falling into the framework trap?
This article aims to answer that question by outlining practical principles for transitioning to effective enterprise architecting. It also draws an analogy from software development to reinforce why tools and frameworks alone don’t produce good architecture—practice does.
What Makes a Good EA Transition? A Software Analogy
Think of enterprise architecting the way you might think of software engineering. Writing code can be done with a simple text editor or within a feature-rich IDE. The editor offers flexibility; the IDE offers structure and automation. But neither guarantees good software. That comes from good software engineering.
Similarly, good enterprise architecture is not the product of a framework like TOGAF or Zachman. These tools can help—but only when they support sound architecting practices.
Frameworks don’t produce good architecture—good architecting does.
You can build excellent EA with or without formal frameworks, just as a skilled developer can write robust code in Vim or Visual Studio. It’s not the tool—it’s how you use it.
Principles for a Successful EA Transition
To help organisations shift from accidental architecture to intentional design, here are five guiding principles based on real-world practices observed in successful organisations (including those researched by Svyatoslav Kotusev).
1. Start Small, Scale Gradually
Don’t launch a sweeping EA initiative across the entire enterprise. Start with a focused effort—perhaps a single business unit or domain—where enterprise architecting can solve a pressing business problem. Demonstrate value, then expand organically.
2. Business-Driven, Not Framework-Driven
Avoid the trap of adopting a framework for the sake of compliance or appearance. Frameworks are useful, but only when they support the actual business strategy. Let business goals shape your architectural decisions—not the other way around.
3. Minimal Viable Governance
Governance doesn’t have to be heavy-handed. Establish just enough structure to guide decisions and support coordination. Let governance evolve in response to real needs, not preconceived theory.
4. Pragmatic EA Artefacts
Create artefacts that solve real problems and inform actual decisions. Avoid producing models and documents just to check boxes. Let your artefacts emerge from practical needs, not academic models.
5. Continuous Feedback & Adaptation
Treat enterprise architecting as a living practice. Engage stakeholders frequently. Refine your approach based on results, not assumptions. Encourage learning loops so that your architecture continuously adapts to new business conditions.
Looking Ahead: Enterprise Architecting as a Practice
In this article series, I’ll continue to draw inspiration from the work of Svyatoslav Kotusev, whose book The Practice of Enterprise Architecture presents a research-based view of how organisations succeed with EA in the real world. I present my own interpretation and practical application of his conclusions, with a focus on helping organisations transition deliberately and pragmatically. Unlike prescriptive frameworks, Kotusev’s work focuses on what works in practice—and that’s where I believe enterprise architecting lives.
In the next instalment, I’ll dive into specific EA artefacts and explain how to use them pragmatically rather than ritually, keeping the focus on outcomes over optics.
Conclusion
You already have an enterprise architecture—whether or not you designed it intentionally. The opportunity now is to architect it better. That means moving away from haphazard decision-making toward a thoughtful, business-aligned structure guided by purpose.
But don’t let frameworks fool you into thinking they are the answer. The real magic lies in how you practice enterprise architecting—one step, one conversation, one decision at a time.
Stay tuned.