Business Reference Architecture

World-Class EA:
Business Reference Model

A White Paper by:
Mick Adams, EY
Don Clasen, EY
Peter Haviland, EY
Yasalde Jimenez, EY
Kate Lazar, EY
Richard Noon, EY
Navdeep Panaich, EY
Mike Turner, EY

May, 2014
World-Class EA: Business Reference Model

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A Whi t e Paper Publ i s hed by The Open Gr oup 2
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Document No.: W146

Published by The Open Group, May, 2014.
Any comments relating to the material contained in this document may be submitted to:
The Open Group, 44 Montgomery St. #960, San Francisco, CA 94104, USA
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Table of Contents
Introduction .............................................................................. 5
Background ............................................................................................ 5
Why do we need a Business Reference Model? .......................................... 5
What do we mean by Business Architecture? ............................................. 6
Document Purpose .................................................................................. 6
The Business Reference Model ................................................... 7
Overview ................................................................................................ 7
The Environment Perspective ................................................................... 8
The Value Proposition Perspective ............................................................ 9
The Operating Model Perspective ........................................................... 10
The Risk Perspective ............................................................................. 12
The Compliance Perspective .................................................................. 12
Quality Attributes of a Business Architecture ........................... 14
Conclusions ............................................................................. 15
About the Authors ................................................................... 16
Mick Adams, EY ................................................................................... 16
Don Clasen, EY .................................................................................... 16
Peter Haviland, EY ................................................................................ 16
Yasalde Jimenez, EY ............................................................................. 16
Kate Lazar, EY ..................................................................................... 16
Richard Noon, EY ................................................................................. 17
Navdeep Panaich, EY ............................................................................ 17
Mike Turner, EY ................................................................................... 17
Acknowledgements .................................................................. 18
About The Open Group ........................................................... 19


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Boundaryless Information Flow
achieved through global interoperability
in a secure, reliable, and timely manner
Executive Summary
Business architecture is being used to design, plan, execute, and govern change
initiatives throughout public and private sector entities. An architectural approach can
systematically highlight the most effective state for a given environment, and then
define how change can be effected within acceptable benefit, cost, and risk
parameters. A key challenge to this approach is the consistent definition of the
organization and where it needs to be, and in response this White Paper introduces a
comprehensive reference model for business. The Business Reference Model (BRM)
can be applied to both private and public sector organizations alike, and gives
complex organizations a common way to view themselves in order to plan and
execute effective transformational change.
It is envisaged that the introduction of a BRM into a transformation planning exercise
will increase collaboration across the business, increase awareness of organizational
opportunity and risk, and facilitate more holistic business investment; all of which
culminates in an improved and more sustainable working environment leading to a
better working world.
By offering a BRM through The Open Group, we hope to facilitate Boundaryless
Information Flow across competing and collaborating organizations and increase
acceptance of business architecture as a transformation enabler.

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Introduction
Background
The discipline of Enterprise Architecture (EA) has made steady progress in developing beyond an initial
focus on Information Technology (IT) infrastructure. It is now commonplace to see modern EA teams that
address a broad spectrum of issues spanning people, information, process, technology, and security. These
teams are often described as business-focused EA teams, or simply business architecture teams. The Business
Reference Model (BRM) is part of this progression, providing a simple, yet comprehensive reference model
for business architecture topics in a form that is accessible to a broad community of stakeholders.
The global business environment is becoming increasingly volatile and competitive as ecosystems of
organizations are formed, with increasing levels of inter-dependency. The ability to respond to new market
realities in an agile and aligned manner has become essential for competitive differentiation. In this context,
business architecture is a powerful tool, as it allows organizations to generate comprehensive viewpoints that
are easily comprehended by stakeholders. Good stakeholder understanding of issues and potential solutions
facilitates informed and decisive responses to strategic challenges.
In the past, architectural techniques were used to model business architecture in order to elicit systems and
infrastructure requirements. However, it is increasingly common now to see business architecture being used
as the dominant paradigm to develop and describe target business models in a holistic fashion. When
discussing business within this context, the term is used in the broadest sense and could include
corporations, government bodies, NGOs, academic institutions, and many other forms of entity that employ
significant quantities of people and technology to provide services to a customer base.
For many years, the TOGAF
Technology Reference Model (TRM) has provided a set of cross-industry

concepts to allow organizations to normalize their approach to Technology Architecture. This White Paper
addresses similar issues for the practice of business architecture through the introduction of a BRM.
Why do we need a Business Reference Model?
Today, the term business architecture is commonly encountered. However, when examining the scope and
focus of different business architecture practitioners, it becomes clear that there is a large amount of
flexibility in the term. The intent of this White Paper is to create a reference model that can be used to
consistently discuss any business (public or private), whilst allowing for different architecture approaches
and analysis techniques. Such a model should support open collaboration between architecture service
providers and act as a catalyst for the development of business architecture practice.
The Open Group mission of Boundaryless Information Flow fundamentally depends on the usage of common
concepts and models that can be shared by collaborating and competing organizations to enable open, fair,
and effective interaction between all parties. Publication of a BRM provides a common tool for business
architecture, which can be shared between organizations, facilitating collaboration and consistency.

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What do we mean by Business Architecture?
At its core, business architecture is about actively managing the business so it can take full advantage of
opportunities afforded by new technologies, partnerships, regulatory change, or other market factors. By
providing transparency across traditionally siloed and opaque business assets, business leaders can drive
performance improvement from a truly business perspective so that risks may be managed, opportunities
identified and exploited, and business cases established. In todays climate where business change is often
held hostage to the limitations and schedules of IT, this can result in considerable competitive advantage.
The challenge that business architecture seeks to address is to create a view of the business that allows
multiple decision-makers to make the right corporate choices together; and once that view has been created, a
pathway through the important decisions must be made to unlock organizational potential. Business
architecture is the process of creating this view, and the pathway through which to travel.
Document Purpose
This White Paper is part of series of World-Class EA papers generated via the Architecture Forum within
The Open Group. The purpose of these papers is to look at how architectural techniques and leading-practice
may be applied to drive practical value by an organization as it seeks to continue its EA journey.
This White Paper provides some of the guidance that organizations need in order to develop business
architecture assets that will help them identify and resolve business issues, manage business and technology
change, and plan for the future. It is based on the experiences of the authors and in particular focuses on
providing a model that can be readily understood and discussed with a wide variety of stakeholders. This
BRM can be used out-of-the-box, extended, or customized to represent the organization based on its unique
characteristics and the specific requirement at hand.

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The Business Reference Model
Overview
The Business Reference Model (BRM) has been developed with the following principles in mind. The BRM
is:
Generic to the extent that it is applicable to organizations of all sizes within any industry, from small and
agile entrepreneurial set-ups to large corporate enterprises with multiple lines of business
Extendable across organizational boundaries to include suppliers, partners, and customers
Customizable in order to accurately represent the business functions within an organization
Figure 1 provides an overview of the structure and content of the BRM:

Business Model
Business Model
Environment
Market Context Competitors Customers
Value Proposition
Product
Service
Brand
Shareholder Value
Operating Model
Capabilities Governance
Risk
Value Chain
Partners &
Ecosystem
Finance Assets
Compliance
Commercial Legal and Regulatory Social Responsibility Quality Safety
Strategy
Financial
Operational
Strategic
Controls

Figure 1: Structure and Content of the BRM

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The BRM is intended to facilitate description of a business model through five perspectives:
The Environment perspective addresses the context within which an organization must operate. It
describes the external factors, such as the competitors, regulation, and customers for an organization, in
addition to the overall strategy possessed by the organization for market positioning. This perspective is
intended to describe why an organization is motivated to undertake particular courses of action.
The Value Proposition perspective describes the offering produced by the organization in terms of
products, services, brand, and shareholder value. This perspective is intended to describe what impact an
organization wishes to generate and how that will generate value for stakeholders.
The Operating Model perspective describes the resources at the disposal of the organization that will be
deployed to generate the value proposition. This perspective is intended to describe how an organization
will be able to deliver on its value proposition. Capabilities can be thought of as combinations of people,
process, information, and technology that can be internally or externally sourced.
The Risk perspective identifies the uncertainties that may surround an organization in its delivery of the
value proposition. This perspective is intended to describe the threats that face an organization from
within and without.
The Compliance perspective represents the set of criteria that the organization must adhere to in order to
assure that the value proposition is delivered using an acceptable standard of business practice. This
perspective is intended to describe the constraints that prevent an organization from acting in negative,
destructive, or inappropriate ways and the corresponding opportunities that can be exploited from a
differentiated compliance position.
Although the five perspectives are to be found in all organizations, the reference model needs to be
considered in context of each individual firm. For example, entrepreneurial small firms typically have fewer
risk management functions, lack corporate management and controls, and pay less focus on particular
compliance abstract functions. Therefore, prioritization and scoping are central to the proper use of the BRM.
The arrows between perspectives illustrate the impacts that are generated as the Environment, Value
Proposition, Risk profile, and Compliance environment all generate specific requirements to be met by the
Operating Model.
The following sections describe each of these five perspectives in more detail.
The Environment Perspective
The Environment perspective addresses the context within which an organization must operate. It describes
the external factors, such as the competitors and customers for an organization, in addition to the pre-
established strategy defined by the organization for market positioning. This perspective is intended to
describe why an organization is motivated to undertake particular courses of action.
The goal of understanding the business environment is to provide a good contextual knowledge base that
informs the creation of effective architectures in the Value Proposition, Operating Model, and Risk
perspectives.
The business challenge is to gain and exploit insights into the market, competition, and customer base that
allow the organization to position itself optimally (described through strategy). For example, a business may

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identify a set of strategic weaknesses in its competition that uniquely position the organization to deliver new
solutions that address unmet customer needs.
The factors to be considered within the Environment perspective are as follows:
Market Context: This factor examines the overall industry value chain within which the organization
operates. Considerations within this factor could include the relationships between suppliers and
providers within the value chain, regulatory constraints, tax regimes, international accords, the value of
the market, how costs and value are distributed across the value chain, industry trends, relationships with
adjacent industries, etc.
Competitors: This factor examines organizations that provide similar, competing capabilities.
Competitor analysis typically focuses on understanding the value proposition of competing organizations
and measuring comparative quality and business performance attributes, such as customer satisfaction,
customer retention, market share, and profitability.
Customers: This factor seeks to understand the current and potential customers of the organization. For
many organizations, the customer perspective is central to establishing future direction, providing an
outside-in perspective. Typically, customer analysis examines the customer base from a perspective of
market potential (i.e., how many customers exist, with what level of consumption), customer
segmentation (i.e., what different types of customers exist and how do their needs differ), customer
journey and experience (i.e., how does the customer experience the value proposition of the organization
within a broader context of meeting their own needs), and customer satisfaction (i.e., how well is the
organization meeting the needs of customers and how are they responding). The culture and values of the
organization are likely to dictate a product versus customer orientation and focus within this analysis.
Strategy: This factor establishes drivers and objectives for the organization that provides a context for
shaping the value proposition and the supporting operating model. Strategy is modeled within the
Context perspective, as it is assumed that at any point in time a set of strategic statements have been
determined and are committed to by the organization (hence they are givens for architectural
assessment). Strategy makes explicit choices about the ambition level and focus areas of the organization
that drive capability development and prioritization. For example, a strategy may state: We will grow
our subscriber base by expanding into new markets or: We will focus our efforts in product categories
where we can be number one or number two in the market, which would then have concrete
implications for remaining areas of the architecture.
The Value Proposition Perspective
The Value Proposition perspective describes the offering produced by the organization in terms of products,
services, brand, and shareholder value. It creates a belief from the existing customer, prospective costumer,
stakeholder, or other constituent groups within or outside the organization where the value will be
experienced usually in exchange for economic value or some form of compensation.
The goal of understanding the value proposition is that it defines the customer experience and sets
shareholder expectations. The value proposition also provides a baseline set of needs that need to be fulfilled
by the Operating Model perspective.

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The business challenge is to develop a value proposition that is able to attract a suitable customer base, fulfil
the needs of the customer base effectively, and generate sufficient benefit to satisfy shareholder expectations.
All this needs to be achieved in a way that is consistent with, and reinforces, brand image and brand values.
The factors to be considered within the Value Proposition perspective are as follows:
Product: A Product is a tangible asset that is produced by a company, consumed by its customers, to
satisfy a business need or solve a particular business problem in order to meet a specific value
proposition. The quality of a product can be standardized and reproduced. Considerations within this
factor include analysis of product portfolio, pricing, features, marketing messages, applicable customer
segments, sales volumes, customer satisfaction, customer retention, and future development roadmaps.
Service: Service is the production of tangible benefit via a process which, through some form of
exchange, satisfies an identified business need. The quality of a service can vary depending on the
service provider. Service-based organizations offer services as their core offering in order to generate
revenue. All organizations offer a set of supporting services such as customer care that allow a
customer to effectively interact with the business. Services can apply within all types of organization and
do not necessarily need to result in a direct exchange of financial value. For example, government
agencies provide a variety of services to citizens as a part of their public service mission. Typically,
services are understood through the consideration of processes, service levels, user journeys and stories,
and cost to serve models.
Brand: A Brand is the name, term, design, or symbol that identifies a seller's (vendor) product from
another. A brand forms the identity associated with a business, product, or service and becomes the
object to which a customer or shareholder forms emotional attachment. Brands typically are modelled
through the perspective of design, experience, and values. Typically, a brand will form associations with
certain concepts and emotions over time all products and services associated with the brand should
align with and reinforce the positive aspects of these perceptions in order to ensure a clear and effective
value proposition.
Shareholder Value: This is the value shareholders are able to obtain through financial investment in a
company. The primary goal for a company is to increase shareholder value. Shareholder value is
typically a composite of operating profit, assets, and perception of future prospects. The mix of value
components can be very different for different organizations and consequently it is critically important to
understand what shareholders value about a company before attempting to change. For example, a
company that is highly valued for future potential to introduce new products is unlikely to generate
significant shareholder value in making incremental adjustments to operational performance.
The Operating Model Perspective
The Operating Model perspective describes the resources at the disposal of the organization that will be
deployed to generate the value proposition. This perspective is intended to describe how an organization will
be able to deliver on its value proposition. Capabilities are the core enablers to operate the business from the
perspectives of people, process, technology, and information.
The goal of operating model design is to allow executives and planners to evaluate the business through a
wide variety of lenses and viewpoints in order to identify desired and enhanced states of the organization.

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The business challenge is to identify the correct alignment of resources that will deliver the necessary
customer and shareholder experience. Typical trade-offs to evaluate when structuring capabilities include
centralization versus federation, matrix organization structures versus vertical integration, core versus context
analysis, and process alignment versus competency alignment. The results of these trade-offs will produce
different levels of efficiency versus agility versus stakeholder experience across different areas of the
business.
The factors to be considered within the Operating Model perspective are as follows:
Value Chain: This factor examines the role of the business within the broader industry value chain and
models the flows from initial source suppliers into the enterprise and corresponding flows from the
enterprise to ultimate consumers. Analysis within this area typically focuses on optimizing the
positioning of the organization within the broader industry by examining the supply chain and channels
to market.
Capabilities: Capabilities are modular units combining people, process, technology, and information in
order to execute particular functions of the organization. In addition to examining the structural
composition of capabilities, it is typical to model and analyze end-to-end processes (e.g., order to cash) as
a mechanism to understand the dependencies and handover points between organization and process
silos.
Governance: The executive functions of an organization consume management information generated
by the execution of capabilities and then steer the direction of the business accordingly. Corporate
management and control functions are heavily dependent on management information, decision support,
and communication channels to be able to operate effectively. Analysis within this area typically focuses
on providing effective models for reporting, analytics, performance management, quality management,
financial governance, product portfolio management, controls, and communications.
Partners & Ecosystem: This factor examines internal and external entities that support the business
ecosystem by complementing and/or providing core business functions. Typically, an ecosystem of
partners can be exploited to generate competitive advantage, such as establishing the dominance of
industry platforms. Analysis of partner capabilities includes the definition of which capabilities should be
sourced from partners, what levels of partnership should exist and how partnering occurs on different
levels, which types of partners should be used in which circumstances, and which partners are preferred
for which purposes.
Finance: This factor examines the usage of financial instruments to perform business operations and to
implement change. Finance architecture models revenue streams alongside the cost profile of the
business and also supports evaluation of a variety of analysis, such as balancing fixed versus variable
costs, capital versus revenue, budgeting, and cash flow. Note that within this model, the Finance
architecture is focused specifically on the flows of money through the organization and not on the
corporate capabilities that are required to operate the Finance function (which are captured as
capabilities).
Assets: This factor examines the objects that are owned by the business and are deployed to support
business operations. Typical assets would include IT systems, office buildings, distribution centers,
machinery, etc. Typically, asset modelling is specific to the class of asset or the industry of the business.
For example, modelling the electricity futures assets owned by an energy trading company would be very

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different to modelling the energy grid assets owned by a power generation company. Classic application
and technology architecture disciplines within EA are widely adopted techniques for modelling IT assets.
The Risk Perspective
The Risk perspective identifies the uncertainties that may surround an organization in its delivery of the value
proposition. This perspective is intended to describe the threats that face an organization from within and
without. Typically, organizations model their architecture around the known, repeatable aspects of business
operations. However, within a complex and volatile environment, unforeseen circumstances frequently occur
in ways that may be extremely damaging to the business.
The goal of risk analysis is to gain a full understanding of potential scenarios that may adversely impact the
business and then to prepare appropriately to address those risks in the event that they occur.
The business challenge of risk modelling is to ensure that risks are adequately understood (it is a great
challenge to test for completeness in an exercise of identifying unlikely or unforeseeable scenarios), the
impact of risk is appropriately quantified (again, challenging to accurately determine when there is limited
precedent), and the mitigation steps for risks are appropriate to the risk level (in many organizations, over-
compensation for risk can be as damaging as under-compensation, as valuable business activities are
curtailed due to risk concerns).
The following classes of risk are typically addressed:
Financial: The potential of loss arising from an entity not meeting its financial obligations.
Operational: Internal or external factors that impact the entity's ability to manage its business operations
or service its customers.
Strategic: Potential impact to an entity's value proposition or operating model due to external factors in
the market.
Controls: The risk that the compliance regime in place is not followed, or is insufficient to ensure that
compliant behaviour is observed.
The Compliance Perspective
The Compliance perspective represents activities that the organization must carry out in order to assure that
the value proposition is delivered using an acceptable standard of business practice. This perspective is
intended to describe the constraints that prevent an organization from acting in negative, destructive, or
inappropriate ways. In many cases, compliance can offer opportunities for organizations to differentiate, by
being first to access new markets by being compliant with new legislation.
The Compliance perspective acts in a similar manner to the Environment perspective in that it influences
across value proposition, operating model, and risk, constraining all activities of the business to be in
compliance with standards of acceptability.
The goal of the compliance architecture is to adequately understand the compliance requirements that exist
and to ensure that appropriate mechanisms are in place to ensure they are met.

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The business challenge of compliance is to appropriately translate commercial, quality, ethical, legal, and
regulatory constraints (which tend to be complex and open to interpretation) into a set of clear, unambiguous
operational policies that can be followed consistently and at scale within a large organization. Interpretations
that are too risk-seeking in nature will tend to generate compliance breaches, with associated financial and
reputational penalties. Interpretations that are too risk-averse will tend to stifle business activities and reduce
the ability of the business to change quickly to meet new environmental circumstances.
The factors to be considered within the Compliance perspective are as follows:
Commercial: Supplier interaction, contracting, and procurement require consistent practices, standards
of behaviour, policies, and controls to address bribery and corruption risks, to ensure effective use of
funding, and also to effectively mitigate against credit and counter-party risks.
Quality: The processes and controls that are in place to ensure that products and services are created,
supplied, or executed with acceptable levels of quality, in alignment with the value proposition and other
compliance factors.
Legal and Regulatory: All businesses are subject to a wide variety of applicable laws and regulations.
Understanding the regulatory and legislative constraints for a large and complex business is a
considerable undertaking. Analysis within this factor involves the identification of the most significant
constraints and their potential implications for the organization in a way that supports risk-based
decision-making on what constitutes acceptable and unacceptable behavior.
Safety: The education and training that an organization is required to offer to employees to prevent
injuries; along with the actions an organization undertakes to support inspections (audits) and post-injury
investigations by health and safety bodies.
Social Responsibility: The environmental initiatives implemented by an organization as a result of local
or international compliance requirements; can take the form of reporting, carbon trading, etc.

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Quality Attributes of a Business Architecture
The BRM provides a framework to describe the state of an organization at a particular point in time.
However, in order to evaluate different potential business architectures, it is necessary to also consider the
business architecture from a quality perspective.
Typically, there are six quality factors that influence the overall quality of a business architecture, as
described below:
Stakeholder Experience: When stakeholders (such as customers, suppliers, consumers, and employees)
interact with the architecture, are they presented with an experience that is engaging, simple, and
consistent with the strategy and value proposition?
Risk: Is the level of risk within the architecture acceptable? Are risks effectively monitored and are they
being appropriately mitigated?
Agility: To what extent is the architecture ready and able to rapidly and efficiently respond to changes in
the business environment? Is the level of agility consistent with the market context and risk profile facing
the organization?
Efficiency: Does the architecture generate acceptable levels of operating cost that are consistent with
industry norms and support the generation of shareholder value?
Alignment: Are different aspects of the architecture consistent with one another? Is there waste within
the architecture, where some aspects are surplus to requirements, or are there weak points that provide
inadequate levels of support?
Business Achievability: To what extent can the business objectives be realized via the business
architecture; i.e., what confidence is there to execute a business transformation using the business
architecture that has been defined? Typical metrics to evaluate achievability are: business outcome,
business investment (often cost), time, and business risk; these metrics are very often components
within a business case for transformation.


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Conclusions
Business architecture is the process of optimizing a business so it can rapidly respond to internal and external
drivers. It involves modeling different components of an organization, looking at the relationships between
these, and then configuring them for maximum value against certain desired outcomes. It delivers alignment
between business and technology by defining operating models that are technology informed and aligned
across time, domain, and/or geography. Each organization is different, however, and will have a different set
of imperatives that require different business configurations: Business architecture is the process of
determining the best configuration to balance the various objectives from both a business and technology
perspective.
This White Paper provides a framework for business architecture that holistically examines the definition of a
business model through the perspectives of Environment, Value Proposition, Operating Model, Risk, and
Compliance. By understanding each of these perspectives, it is possible to gain a rich understanding of the
state of an organization at any point in time. Additionally, quality factors can be used to assess any particular
business architecture and provide an evaluation of the effectiveness of that model.
By offering a BRM through The Open Group, we hope to facilitate Boundaryless Information Flow across
competing and collaborating organizations and also to act as a catalyst for development of business
architecture practice.

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About the Authors
Mick Adams, EY
Mick Adams is a former Vice-Chair of The Open Group Architecture Forum and a Distinguished Profession
Leader within The Open Group Open CA program. He is a key author of numerous World-Class EA
papers and was a key contributor to TOGAF 9. Based in Europe, he is part of EYs Global Architecture
Leadership Team and works in a variety of industries including financial services, oil and gas, and the public
sector. Typically, he helps clients to solve challenging business issues with the help of technology.
Don Clasen, EY
Don Clasen is a TOGAF Certified Professional and is actively involved in shaping the next version of the
TOGAF standard. A member of EYs Global Architecture Leadership Team and based in the US, he helps
clients to leverage the TOGAF standard to identify, design, and execute large-scale complex business
transformation programs in the media and entertainment, life sciences, and financial services industries.
Peter Haviland, EY
Peter Haviland is the current Vice-Chair of The Open Group Architecture Forum and a Distinguished Chief
Architect within The Open Group Open CA program. He is an author of numerous World-Class EA papers
and was a key contributor to TOGAF 9 as well as the business architecture certification requirements within
the Open CA program. Based in the US, he is part of EYs Global Architecture Leadership Team and works
primarily in financial services and oil and gas, helping clients to formulate and execute business change
programs.
Yasalde Jimenez, EY
Yasalde Jimenez is a TOGAF and ARIS Certified Professional. He leads EYs Global Business Process
Management (BPM) competency center and specializes in ERP system design, implementation, and
integration, in addition to Enterprise Architecture and BPM. Based in the US, he works with clients to define
and implement consistent architecture methods and tools, and automate business processes to drive
operational improvement.
Kate Lazar, EY
Kate Lazar is a TOGAF 9 Certified Professional and specializes in IT Strategy and Transformation. She
utilizes business architecture techniques to help leaders of IT organizations to define and manage strategic
technology change to support enterprise goals and objectives. She has extensive industry experience in
manufacturing, power and utilities, and healthcare, and led the initial development of IT methods and
learning for EYs Advisory business globally.

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Richard Noon, EY
Richard Noon specializes in the technology leadership of large-scale IT transformation programs, and
architecture capability development. Based in the UK and working across numerous industries, he uses a
practical, no-nonsense approach that leverages industry standard frameworks, methods, and tools to give
stakeholders a traceable line of sight to all areas of the enterprise affected by business change.
Navdeep Panaich, EY
Navdeep Panaich is a TOGAF Certified Professional with over 20 years of experience delivering multi-
organizational engagements in large, complex, and global environments. Based in Dubai, he advises CxO
stakeholders in business strategy and the subsequent opportunity afforded by emerging technologies, and is
often found resolving stakeholder and delivery issues for EYs clients.
Mike Turner, EY
Mike Turner was the development lead for the TOGAF 9 standard and a former Chair of the TOGAF
Adoption Strategies Work Group, which examined approaches for organizations to incorporate the TOGAF
standard into their operating model. Based in the UK, he has recently held architecture leadership roles at
leading pharmaceutical and mobile phone manufacturers and has worked with a range of clients across a
variety of industries including high-tech, life sciences, automotive, and utilities.

www.opengroup.org
Acknowledgements
The authors would like to thank the following key contributors, without which this White Paper would not
have been possible:
Nagesh Avusinghi (US), EY
Chris Beal (US), EY
Jonathan Blackmore (MENA), EY
Jens Bonkowski (Colombia), EY
Mila Charviakova (Canada), EY
John Good (UK), EY
Dr Julian Keates (UK), EY
Martin Keywood (Australia), EY
James Ki (Canada), EY
Richard Macfarlane (New Zealand), EY
Jacek Presz (Poland), EY
Mike Schank (US), EY
Gira Vashi (US), EY
Vanessa Vittorelli (France), EY
Winston Wu (Canada), EY

www.opengroup.org
About The Open Group
The Open Group is a global consortium that enables the achievement of business objectives through IT
standards. With more than 400 member organizations, The Open Group has a diverse membership that spans
all sectors of the IT community customers, systems and solutions suppliers, tool vendors, integrators, and
consultants, as well as academics and researchers to:
Capture, understand, and address current and emerging requirements, and establish policies and share
best practices
Facilitate interoperability, develop consensus, and evolve and integrate specifications and open source
technologies
Offer a comprehensive set of services to enhance the operational efficiency of consortia
Operate the industrys premier certification service
Further information on The Open Group is available at www.opengroup.org.

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