Enterprise Architecture & Digitalization - pragmatic stage wise approach by Aditya Bhelke & Bhanu Singh 30 April 2019

1. -
Enterprise Architecture and Digitalization:
A pragmatic stagewise approach
Aditya Bhelke
Syngenta
Pune, India
adityabhelke@gmail.com
Bhanu Singh
Syngenta
Pune, India
bhanu.singh@live.in
Abstract— in this paper the authors try to establish the
concepts of a typical phased Digital journey leading to
Digitalization.
While doing this there is emphasis on the 7 levers of Digital
Transformation and their relationship with an EA
framework. The TOGAF EA ADM is examined to establish a
relationship with the 7 levers. Using these 7 levers the
importance of having a formal EA as a foundation for a
successful Digitalization journey is established.
With the use of two examples/use cases, one from a public
government and another for a private enterprise the theory is
validated.
Finally a conclusion is presented that the Digitalization
journey will happen in stages with a higher rate of success in
the presence of a formal EA.
Keywords— Enterprise Architecture Digitization
Digitalization Digital Transformation Levers Phase Stage
TOGAF ADM EA
I. ASSUMPTIONS
The preliminary phases of EA as per TOGAF i.e.
to setup an EA function have been assumed to be performed
and finished when we use the TOGAF model. This phase
has therefore not been explicitly mentioned anywhere in the
scenarios, diagrams, figures & description
II. DEFINITIONS
Digitization
 Digitization is the process of changing from
analog to digital form, also known as digital
enablement. Said another way, digitization takes
an analog process and changes it to a digital form
without any different-in-kind changes to the
process itself. [1]
Digitalization:
 Digitalization is the use of digital technologies to
change a business model and provide new revenue
and value-producing opportunities; it is the
process of moving to a digital business.
 This can be achieved by integration of digital
technologies into everyday life by the digitization
of everything that can be digitized. [2]
Digital Transformation
 Digital transformation is the process of using
digital technologies radically improve the
performance or reach of an organization. It can
also be used to create new or modify existing
business processes, culture, and customer
experiences to meet changing business and market
requirements.
 This reimagining of business in the digital age is
digital transformation. [3] [4]
Operating Model
 OM is both an abstract or visual representation
(model) of how an organization delivers value to
its customers or beneficiaries as well as how an
organization actually runs itself
III. CONTEXT
A. What is a Digital Transformation?
Building on the definition, we can determine that
in a digitally transformed business, digital technologies
enable improved processes, engaged talent, and new
business models.
1) Digital Transformation Strategy
A successful digitally transformed business will require a
Digital transformation strategy.
This strategy will need to align itself with the existing
Corporate Strategy. The Corporate Strategy which can be
decomposed into Operational & Functional Strategy will
need to support the Digital transformation strategy.
This concept is explained in detail in a paper by Matt, C.,
Hess, T. & Benlian, A. Bus [5]
The below diagram (Figure 1) from their paper explains
this briefly.
2) 7 Levers of Digital Transformation
It has also been realized that for a successful
implementation of a Digital transformation strategy some
key aspects need to be recognized as a part of the broader
Digital Transformation Strategy.
Figure 1 - Digital transformation strategy

2. As per the white paper titled “The seven levers of Digital
Transformation” such key aspects or as the authors call
them ‘levers’ will form the foundation of the Digital
transformation journey. [6]
Seven such levers have been identified.
The 7 levers are:
1. Business Process Transformation
2. Customer Engagement & Experience
3. Product or Service Digitization
4. IT & Delivery Transformation
5. Organization Culture
6. Strategy
7. Ecosystem & Business Model
We have taken the liberty to redraw their conceptual
diagram to denote our line of thoughts.
The change which we have proposed is that Organization
Culture (lever 5) & Strategy (lever 6) overlap, while the
original diagram shows a hard boundary. Below diagram
(Figure 2) depict the 7 levers.
3) The TOGAF Architecture Development Method
(ADM) cycle
The 7 levers of Digital transformation journey recognize
the TOGAF EA framework.
Accordingly we have also considered the TOGAF
Architecture Development Method (ADM) cycle to form
the context of this paper.
Other EA frameworks like e.g. Zachman EA framework
may be considered. The overall context will remain the
same while the implementation methodology may differ.
The ADM cycle diagram (Figure 3) shows 4 iteration
cycles. [7]
The four high level iteration cycles are:
1. Architecture Context
2. Architecture Delivery
3. Transition Planning
4. Architecture Governance
Each distinct phase inside each cycle will need to
continually revisit the Requirement Management phase.
This is an important aspect from a Digitalization point of
view and a key success criteria.
4) Steps leading to Digital Transformation
A compelling business problem or a business requirement
will need a major transformation to happen.
This can be depicted in the follow diagram (Figure 4) which
addresses:
 Problem statement
 Solution
 Journey(s)
 Mission statement revision
This process can be termed as a Digital Transformation
5) Relationship between the 7 levers and TOGAF ADM
The Digital Transformation Strategy will need to be aware
of the 7 levers and consciously ensure focus on those
levers. The chosen EA methodology, e.g. TOGAF ADM
will need to incorporate the 7 levers within the individual
Phases and also in the iterative cycles. Doing this will
ensure a successful intended outcome as we have examined
using scenarios in this paper.
IV. RELATING THE DIGITAL TRANSFORMATION TO EA
In this section we try to relate all the stages of Digitalization
and Enterprise Architecture; specifically using the TOGAF
ADM as a reference.
A. The Stagewise Model - A pragmatic stagewise
approach to Digital Transformation
The transformation lifecycle with respect to EA will help
create the broader Digital transformation strategy. The
diagram (Figure 5 and/or 6) below depicts such a lifecycle.
We introduce some terms as a part of this lifecycle as
follows:
IT and Delivery
Transformation
4
Business
Process
Transformation
1
Customer
Engagement &
Experience
2
Product or
Service
Digitization
3
Ecosystem &
Business Model
7
Strategy
6
Organizational
Culture 5
Figure 2 - 7 Levers of Digital Transformation
Figure 3 - TOGAF ADM phases & iterative cycles
Mission statement
revision
Problem
statement
Solution Journey 1 Journey n
Figure 4 - Steps leading to Digital Transformation

3.  Stage(s) – 3 distinct stages (S1, S2, S3):
o Analog to Digital (Digitization) (S1),
leading to Transformation
o Digital to Digitalization (Digitalization)
(S2), leading to Digital Transformation
o Ever Evolving Digitalization (S3),
leading to Ongoing Digital
Transformation
 Journey(s) – is/are within effort phase (J1, J2... Jn)
of the Stages
 Continual – ongoing effort which is applicable to:
o Journeys within specific TOGAF ADM
phases:
 Requirement Management
 Opportunities & Solutions
 Technical Architecture
 Migration planning
o In the ever evolving Digitalization Stage
(S3)
 Operating Model (OM) – A part of the Digital
transformation strategy
o Target OM – An update to the original
OM which will be necessary to drive the
transformation strategy
o Digital Target OM - An update to the
Target OM which will be necessary to
drive the Digital transformation strategy
for Digitalization
 Realization – The phase of a stage where the
outcomes will start to materialize and can be
measured either qualitatively or quantitatively
 Outcomes – A measure of success of the
transformation strategy will be achieving the
intended outcomes
Model diagram also available full page in Appendix.
B. How does this model help?
The Stagewise Model will help in identifying and
understanding the following:
 Stages
o What are the distinct stages and the
various transformations
o In what stage is the organization
currently with respect to certain business
transformation requirements
o The ability to clearly distinguish between
the maturity of the transformations
 Journey
o Multiple journeys may be possible to
meet the transformation objectives
 Continual
o Digital Transformation is continual in
nature
 Operating Model
o How and when the Operating Model has
to evolve to meet the transformation
requirements
o Definitions of what the Target OM and
Digital TOM need to look like
 Realization
o When the realization can happen, how to
measure it, how to ensure corrections are
applied when necessary
 Outcomes
o What are the possible outcomes and
when they can be achieved
V. SCENARIO BASED ASSESSMENT
A. Scenario selection and validation
The authors researched to find colleagues & peers who had
participated in projects / programs related to Enterprise
Architecture with Transformation objectives. This lead to
identification of many use cases and actual Digital &
Digitalization transformation projects.
After initial shortlisting, two suitable scenarios were
selected for detailed assessment of the stated hypothesis.
Additional discussions & interview based approach with
project participants helped understand the scenarios from
the point of view of this paper.
B. Scenario 1 - Digitisation of land records by State
Government
1) Introduction
State Government Land Records Department is responsible
for registering & providing details of land records to their
customer’s viz. citizens, other Govt. departments, Courts
etc. They are completely dependent on a manual ways of
working with physical copies of the records. These records
are stored in large warehouses. Department employees
manually search and update records using a legacy physical
system of files, folders, boxes and shelves.
The Department is facing problems:
 Poor Customer Satisfaction
o Due to ever increasing turnaround time
o Error prone system
 Increasing cost
o Wear and tear of records
o Increasing operational costs like
additional warehouses, additional man
power
After assessing many approaches & solutions, the
following were identified as necessary actions:
 Convert physical records to digital
E.g.Outcomes:
 Save money
E.g.Outcomes:
 Earn money (streams, cross selling)
 Stronger engagement
 Improved CSAT
 Foster Innovation
 Adopt Innovation
 Ease of use
 Disrupt
 Handle disruption
D-TOM
OM
Stages: S1: Analog to Digital
(Digitization)
S2: Digital to Digitalization
(Digitalization) S3: Ever Evolving Digitalization
Requirement Management
A: EA Vision
B: Business Architecture
C: IT Architecture
D: Technical Architecture
E: Opportunities & Sol
F: Migration Planning
G: Implementation Governance
H: EA Change Management
J1 Jn
J2
JcJ
J1
J2
Jn
Jc
O1 O2 Oc
J1
J2
Jn
S_= Stages
J_ = Journeys within Phases
c = Continual
OM = Operating Model
TOM = Target OM
D-TOM = Digital Target OM
for Digitalization
D1 = Digital
D2= Digitalization
Dc= Continual Digitalization
J1
J2
Jn
D1 D1realization D2 D2realization Dc
J
J_
Journey specific
requirements at start
O_
Phase specific Opp &
Sol assessments
Iterative Requirement
management
J1
J2
Jn
Outcomes
TOGAF ADM Phases (A to H)
4 iteration cycles of TOGAF
TOM
Figure 5 - The stagewise model

4.  Train employees to adopt this digital way of
working
The above are nothing but Digitization
2) Digitization Stage (S1)
 The Department hired an agency to convert
physical records to digital and store them in a
data base (This can be termed as Analog to
Digital)
 A front end application was developed by the
agency to allow quick retrieval & updating of
records
 Digital scanners were installed in all the
offices and simple to use process was
developed
 Employees were consulted in all the phases of
this transformation, ensure that the solutions
met the actual requirements
 Training was imparted to employees to use
the new system
 User/customer feedback system was
incorporated which was used to measure
CSAT and share feedback to the Agency
 Based on the feedback, the system &
processes were improved
 There was a distinct effort phase (D1) where
Requirements (employees & customers) and
their Opportunities & Solutions (O1) were
identified by the Agency
 A Target Operating Model (TOM) was as
outcome of D1 – which was nothing but a
way of working, processes & sequences in the
form of SOP’s for the employees
 The multiple warehouses were not required
anymore leading to large cost savings
 Also the manpower required for the
operational activities was optimized leading
to cost savings
 This led to a second phase of the Digital
realization (D1 realization) where the
outcomes were met
 The Operating Model was used as guidance
 Requirement Management was iterative and
continually visited as per the ADM
 This solution & journey was based on the
TOGAF ADM
3) New Challenges
 There was strong user feedback asking for
self-service system instead of physical visits
to the Department offices
 The new digital solution was hosted on
servers in the Departments Central Office.
This did not allow the solution to scale to
meet increasing demands on services
rendered
4) Digitalization Stage (S2)
 An Agency was again hired to address the
new challenges
 TOGAF (ADM) was used as an Enterprise
Architecture guiding framework.
 Multiple Digital Transformation Journeys
(J1, J2, Jn) where identified
 They had a distinct effort phase (D2) where
Requirements and their Opportunities &
Solutions (O2) were identified.
 Since the previous TOM was unable to guide
the Organization in the new Journeys, a new
Digital Target Operating Model (D-TOM)
was created
 One of the Journey was to create a new web
based self-service portal to allow customers
to manage their land record related activities
online
 Another Journey was to migrate the solution
to a managed Cloud solution which allowed
scaling
 The Department addressed the Change by
using all 7 levers of Digital Transformation.
5) Conclusion
 Department was able to achieve both the
stages i.e. Digitization & Digitalization
successfully
 Because of the Enterprise Architecture
framework adoption it its core, the
Organization Change Management was
streamlined
 During the Realization phases of both the
stages the benefits of cost reduction &
scalability was measurably achieved
 Based on the TOGAF ADM adoption there
was a continuous evaluation against the
requirements (from both customers &
employees). This led to precise delivery of
the scope, cost efficiency & time bound
outcomes
 Phase 1 Realization built a strong foundation
in the form of
o Implementing Digital solution
leading to modern ways of working
for the employees
o Enabling customer base to consume
services with ease
 This strong foundation was necessary for the
success of Phase 2 and beyond
 The Central Government has in the meantime
come up with a Citizen Identification System
and expects all State Departments to integrate
with it for providing seamless services to
Citizens
 The Department will therefore need to focus
on the next phase i.e. S3 Ever Evolving
Digitalization to address such ongoing
environmental challenges
C. Scenario 2 - Digitalization of mid size organisation
1) Introduction
 Mid-sized organization operating in a
traditional manner (weakly coupled teams,

5. manual processes, data silos, paper based
touch points, weak collaboration) was facing
challenges of high operating cost & inability
to scale.
 After assessing many approaches &
solutions, the following were identified as
necessary actions:
o Adopt latest technologies
o Adopt modern methods & ways of
working
o Adopt frameworks, standards, best
practices to measure & improve
efficiencies
 The above are nothing but Digitization
2) Digitization Stage (S1)
 They adopted a Business Services / Shared
Services model as a solution.
 This solution proposed via a single journey to
transform the organization to adopt Analog to
Digital solutions.
 The journey had a distinct effort phase (D1)
where Requirements and their Opportunities
& Solutions (O1) were identified.
 A Target Operating Model (TOM) was as
outcome of D1
 This led to a second phase of the Digital
realization (D1 realization) where the
outcomes were met
 The Operating Model was used as guidance
 Requirement Management was iterative and
continually visited as per the ADM
 This solution & journey was based on the
TOGAF (ADM) as an EA framework
3) New Challenges
 The Business Services having met the
intended objectives was unable to address the
disruption happening in the industry. Many
new entrants presented themselves as
industry challengers.
 The journey started in S1 was not helping
address the above challenges
 The organization recognized that the
Business Services had outlived its purpose
and decommissioned it by embarking on the
next stage (S2).
4) Digitalization Stage (S2)
 Multiple Digital Transformation Journeys
(J1, J2, ... Jn) where identified.
 They had a distinct effort phase (D2) where
Requirements and their Opportunities &
Solutions (O2) were identified.
 Since the previous TOM was unable to guide
the Organization in the new Journeys, a new
Digital Target Operating Model (D-TOM)
was created
 The Organization Culture & Strategy had to
adopt itself to meet the transformation
objectives.
 Org Culture & Strategy were two critical
levers out of the 7 levers of Digital
Transformation. The other 5 levers were also
applicable during this stage. The same
TOGAF (ADM) as an EA framework was
used
5) Conclusion
 Organization was able to achieve both the
stages i.e. Digitization & Digitalization
successfully
 Because of the Enterprise Architecture
framework adoption it its core, the
Organization Change Management was
streamlined
 During the Realization phases of both the
stages the benefits of cost reduction &
scalability was measurably achieved
 Based on the TOGAF ADM adoption there
was a continuous evaluation against the
requirements. This led to precise delivery of
the scope, cost efficiency & time bound
outcomes
 Being conscious of the 7 levers was one of the
reasons for a successful outcome
 Phase 1 Realization built a strong foundation
in the form of
o Scalable TOM based on people,
processes, technology
o Cost efficiency based on concepts
like rightsizing & prioritization
 This strong foundation was necessary for the
success of Phase 2 and beyond
 The organization will need to focus on the
next phase i.e. S3 Ever Evolving
Digitalization
VI. CONCLUSION
 A revision of the strategy into a Digital
transformation strategy is the most important step
to successful Digitalization
 Being aware of the 7 levers of digital
transformation will help drive the transformations
seamlessly
 Being aware of the Stages of Digitalization will
help understand what is necessary for strong
foundations
 Using The Stagewise Model will help become
aware that Digitalization is a continual process
with many stages, and journeys within
 Using The Stagewise Model will help identify
how and when the Operating Model has to evolve
to meet the transformation requirements
 Using an EA framework for guidance will
o ensure success by meeting requirements
in an efficient and manner
o ensure that the multiple journeys within
the Digitalization transformation become
sustainable and not disruptors within the
organization.
VII. REFERENCES

6. [1] Gartner Digitization, "IT Glossary," [Online].
Available: https://www.gartner.com/it-
glossary/digitization/.
[2] Gartner Digitalization, "IT Glossary," [Online].
Available: https://www.gartner.com/it-
glossary/digitalization/.
[3] SalesForce, "What Is Digital Transformation,"
[Online]. Available:
https://www.salesforce.com/products/platform/what-
is-digital-transformation/.
[4] Deloitte, "Digital Enablement," [Online]. Available:
https://www2.deloitte.com/content/dam/Deloitte/ie/
Documents/Technology/IE_C_HC_campaign.pdf.
[5] C. &. H. T. &. B. A. Matt, "Digital Transformation
Strategies. Business & Information Systems
Engineering.," Vols. 57. 339-343. 10.1007/s12599-
015-0401-5, 2015.
[6] Dave Hornford, Conexiam; Sriram Sabesan,
Conexiam; Vidhya Sriram, Saashvata; and Ken
Street, Conexiam, "7 Levers of Digital
Transformation," The Open Group, White Papers, 29
Sep 2017.
[7] thunk.technology, "TOGAF ADM And The Big
Bang Theory," 7 March 2016. [Online]. Available:
https://thunk.technology/blog/togaf-adm-big-bang-
theory/.
VIII.APENDIX
The Stagewise Model diagram (full page)
E.g.Outcomes:
 Save money
E.g.Outcomes:
 Earn money (streams, cross selling)
 Stronger engagement
 Improved CSAT
 Foster Innovation
 Adopt Innovation
 Ease of use
 Disrupt
 Handle disruption
D-TOM
OM
Stages: S1: Analog to Digital
(Digitization)
S2: Digital to Digitalization
(Digitalization) S3: Ever Evolving Digitalization
Requirement Management
A: EA Vision
B: Business Architecture
C: IT Architecture
D: Technical Architecture
E: Opportunities & Sol
F: Migration Planning
G: Implementation Governance
H: EA Change Management
J1 Jn
J2
JcJ
J1
J2
Jn
Jc
O1 O2 Oc
J1
J2
Jn
S_= Stages
J_ = Journeys within Phases
c = Continual
OM = Operating Model
TOM = Target OM
D-TOM = Digital Target OM
for Digitalization
D1 = Digital
D2= Digitalization
Dc= Continual Digitalization
J1
J2
Jn
D1 D1realization D2 D2realization Dc
J
J_
Journey specific
requirements at start
O_
Phase specific Opp &
Sol assessments
Iterative Requirement
management
J1
J2
Jn
Outcomes
TOGAF ADM Phases (A to H)
4 iteration cycles of TOGAF
TOM
Figure 6 - The stagewise model (full page)