Digital transformation is not sustained on isolated projects. It is sustained on a target architecture, a prioritized roadmap and a governance model that makes decisions defensible. TOGAF as a discipline, not as documentary bureaucracy.
The signal does not come from the technical backlog. It comes from the executive committee, from investments that justify themselves individually but do not build a coherent system.
The organization has projects underway but lacks a common decision framework. Each investment is argued separately and no one defends the whole.
Technological debt, functional duplication and lack of alignment between business and IT. What is built in one layer breaks what already existed in another.
Lack of a formal base to prioritize, reduce implementation risk and justify the portfolio before leadership. Decisions are made, but they are not sustained.
It is a discipline to decide better.
Digital transformation cannot be approached as a succession of technological projects. To be sustainable, it must be articulated on an architectural vision that connects strategy, processes, capabilities, applications, data, security and operations. TOGAF provides exactly that framework: a discipline to order decision-making, define a target architecture and govern its evolution over time.
Anteodata proposes this service as strategic and executive consulting. It does not limit itself to producing documentation: it builds a viable, prioritized roadmap aligned with the client's organizational reality. The value of TOGAF does not lie in applying the standard rigidly, but in using it as a structure to think about transformation.
Between strategy, business capabilities and architecture. What is designed must be defensible before the committee with a business argument.
By value, risk, adoption and sustainability. The four criteria are documented, applied and respected in each decision.
Modular, incremental and with real implementation capacity. If it cannot be executed with the client's resources, it is not useful architecture.
Of architectural decisions and the transformation backlog. Who decides what, in which forum, with what information.
Not just on theoretical design. Transformation is measured by what the organization adopts, not by what is documented.
TOGAF structures enterprise architecture in domains. We analyze them in their current state, define the target and trace the transition.
Capabilities, processes, stakeholders, objectives and pain points. Vision of capabilities and real priorities.
Critical information, ownership, quality, flows, governance and exploitation. Data model aligned with business.
Functional map, redundancies, integrations and obsolescence. Rationalization and target map.
Platforms, cloud, security, networks, operations and costs. Technical target and evolution principles.
Decision model, roles, roadmap, dependencies and risks. Execution and follow-up mechanism.
Short phases, with visible deliverables and continuous validation. This structure avoids abstract projects and lets the client start making decisions from the very first weeks.
Definition of scope, stakeholders, objectives, base documentation and calendar. Kick-off, work plan and initial map of actors.
Survey of current architecture, organizational situation, capabilities, pain points, risks and overcosts. AS IS document and executive summary of findings.
Definition of principles, target architecture, operating model and priority domains. TO BE document, principles and architectural decisions.
AS IS vs TO BE comparison, gap identification, transition sequence and quick wins. Wave roadmap with prioritization and dependencies.
Definition of the governance model, backlog, metrics, decision forums and follow-up mechanism. Governance model, initial backlog and control panel.
It is what makes transformation sustainable.
The synthesis for leadership. The transformation fits in fifteen minutes of committee or it will never be approved.
Document of the current state with architecture, capabilities, risks and overcosts. The honest base on which the target is built.
What the organization does today, what it should be able to do tomorrow and where the delta is.
Principles, target architecture, operating model and priority domains. The vision defensible before any interlocutor.
Priorities, quick wins, dependencies and real sizing. What starts the first month and what comes in the next twelve.
How the organization decides on its transformation from day one. Forums, roles, metrics, control panel.
Decisions argued before business, technology and leadership. The portfolio stops being a list and becomes a system.
Identified quick wins and prioritized sequence. Something concrete that starts the following week.
Between leadership, business and technology. Forums exist, metrics are measured, criteria are respected.
Investment decisions are made with complete information, not with the best available projection.
To implement data architecture, rationalize applications or launch digital capabilities. What comes after starts from here.
| Indicative duration | 8 weeks for the assessment and initial architectural definition. Week-by-week work plan defined. |
|---|---|
| Modality | Closed consulting service with executive sessions, working sessions, document review and structured deliverables. |
| Payment terms | 50% at start and 50% at final delivery. Partial credit of the amount if the client contracts the next phase of implementation or accompaniment. |
| Natural continuity | Architecture governance accompaniment, data architecture support, application rationalization, target operating model or monthly advisory. |
Enterprise architecture, data governance and operational transformation thought of as one piece. We do not produce orphan architectural designs.
We land conceptual frameworks into governance models and executable roadmaps. What is designed must be executable with the client's resources.
We prioritize incremental adoption and quick wins. Transformation is not imposed: it is won, wave after wave.
With subsequent services in data architecture, governance and automation. Consulting opens the next conversation, it does not close it.
Value, risk, cost, adoption and sustainability. Five levers, defensible before any committee.
Scattered investment, accumulated technological debt and lack of common framework to prioritize and justify.
TOGAF transformation for clinical interoperability
No client names — results that speak for themselves.
Design of the global data ecosystem architecture, legacy platform integration and analytical modernisation for a financial institution operating across multiple countries.
Definition of the corporate data strategy, implementation of a federated governance model and design of a modern architecture based on Databricks, Confluent Cloud and Snowflake to industrialise data exploitation and optimise platform costs.
Definition of the data strategy and a Data-Driven architecture to activate precision oncology analytics, clinical data governance under HL7 FHIR and mCODE standards, and interoperability between heterogeneous systems.
Representative · pending authorised publication
Every organizational transformation starts with a clear vision and an honest conversation with senior leadership.
Start with a 30-minute conversation to understand the real scope of a TOGAF assessment tailored to your context.