Why EA Tools Aren’t Enough: The Overlooked Importance of the EA Operating Model

When enterprises embark on implementing an Enterprise Architecture (EA) tool—be it Orbus, Alfabet, LeanIX, or any other—the focus often centers around data requirements, metamodel alignment, and change management. These are undeniably critical components. However, one foundational element frequently falls between the cracks: the EA Operating Model.

This oversight can derail the value realization of the EA tool and leave organizations wondering why their investment hasn’t delivered the strategic clarity and governance they expected.

The Tool Is Not the Operating Model

Let’s be clear: an EA tool is a technology enabler, not a strategic framework. It helps visualize, manage, and analyze architectural data, but it doesn’t define how EA functions within the organization. That’s the role of the EA Operating Model.

An EA Operating Model includes:

• Defined roles and responsibilities

• Governance structures and decision-making processes

• Engagement models with business and IT stakeholders

• Performance metrics and feedback loops

• Processes for architecture development, review, and lifecycle management

  
  

Without these elements, the tool becomes a sophisticated repository rather than a driver of enterprise transformation.

Why EA Vendors Don’t Go Deep on Operating Models

Most EA tool vendors will mention the Operating Model in their sales pitch, often referencing “best practices” or high-level frameworks. But they rarely dive deep. Why?

1. Complexity and Customization EA Operating Models are highly contextual. A multinational bank’s model will differ significantly from a regional manufacturing firm’s. Vendors can’t offer a one-size-fits-all template without risking irrelevance.

2. Revenue Focus Vendors are incentivized to sell licenses and implementation services tied to their tools. Operating Model design is time-consuming, consultative, and doesn’t directly drive software revenue.

3. Scope Creep Risk Including Operating Model design in tool implementation can balloon project timelines and budgets, making deals harder to close and deliver.

   
   

EA Maturity Matters

Organizations with high EA maturity typically have an Operating Model in place. Their challenge is aligning the tool with existing governance and workflows. They ask:

• How does the tool support our architecture review board?

• Can it automate parts of our governance process?

• Does it integrate with our existing systems?

  
  

But for low-maturity organizations, the tool is often seen as a shortcut to EA maturity. This is a dangerous misconception. Without foundational governance, stakeholder engagement, and clear processes, the tool risks becoming shelfware.

Bridging the Gap: What Should Enterprises Do?

To avoid this pitfall, organizations should take a strategic approach:

1. Separate the Tool from the Operating Model

Before selecting or implementing a tool, define your EA Operating Model. Use frameworks like TOGAF’s Architecture Governance or Gartner’s EA Operating Model to guide this process.

2. Conduct an EA Maturity Assessment

Understand your current state. Tailor your Operating Model to your maturity level, not to the tool’s capabilities.

3. Engage EA Consultants Strategically

Bring in experts not just for tool configuration, but for Operating Model design. Ensure they help bridge the gap between strategy, governance, and tooling.

4. Educate Stakeholders

Make sure leadership understands that the tool is not the EA strategy. Communicate the importance of governance, roles, and processes.

A Call to EA Tool Vendors

There’s a real opportunity here for vendors to differentiate themselves:

• Offer modular Operating Model templates based on industry and maturity.

• Provide advisory services that go beyond tool configuration.

• Partner with EA consultancies to offer end-to-end transformation support.

  
  

Conclusion

EA tools are powerful enablers—but they are not silver bullets. Without a well-defined Operating Model, even the most advanced tool will struggle to deliver strategic value. Enterprises must recognize this distinction and invest in both the technology and the governance framework that supports it. Only then can EA truly become a driver of business transformation.