Designing a Lightweight Enterprise Architecture Operating Model: Best Practices
A lean approach to enterprise architecture governance that delivers results, not just PowerPoints
At one client, it took close to six months to finalize the enterprise architecture (EA) operating model. Yes, six months. Thankfully, I wasn’t involved in that project, but I heard the stories—endless workshops, complex diagrams, and desperate attempts to arrive at a workable compromise. And all they wanted was a framework for how EA would actually be managed and used.
So how should you actually do it? How can you avoid getting stuck in endless discussions and create an EA operating model that’s lightweight yet effective—one that truly supports the business rather than just filling up slides?
Here’s what I’ve learned about making this work.
Why the Operating Model Matters—But Shouldn’t Be Overcomplicated
An EA operating model (sometimes called a governance model) answers a fundamental question: how will EA be organized, managed, and used in practice? Without it, your architecture efforts won’t gain traction or contribute meaningfully to decisions and initiatives.
However, even experienced architects often overcomplicate the model, stuffing it with endless processes, detailed frameworks, and dozens of roles. The result? A bureaucratic monster that no one wants to use. Instead, what you need is a lightweight, agile, and practical operating model—one that fits your organization and delivers real value.
Start by Planning—But Not Too Much
Even bigger mistake than overplanning is jumping straight into content creation without pausing to think about what you’re actually trying to achieve. A little upfront planning is essential: consider your organization’s priorities, what outcomes you expect from EA work, and how it will support decisions and development.
In practice, this means making some informed guesses, agreeing on ways of working with stakeholders, and getting started. Don’t try to create the perfect model from day one. EA is an evolving practice—your first version can be simple. The important thing is to get moving and improve as you go.
The Key Components of a Lightweight Enterprise Architecture Operating Model
A practical EA operating model usually covers a few essential topics. Here’s what you should include to get started—while keeping it lean and focused.
1. Setting Objectives and Securing Leadership Support
Before doing anything else, clarify why work on EA is carried out in your organization. What are you trying to achieve? What problems should it help solve? At the same time, ensure you have visible leadership support. Without it, EA efforts rarely go anywhere.
2. Integration with Other Functions
EA doesn’t live in a vacuum. It’s essential to plan how it will connect with other functions—like strategic planning, portfolio management, or project delivery. Avoid creating new standalone processes for EA; instead, embed it into existing practices wherever possible.
3. EA Work Practices
On a practical level, define how EA activities will actually work:
How will architecture content be created and kept up to date?
How will solution architecture be produced and aligned with EA?
How will outdated content be cleaned up?
How will EA be used in decision-making—not just to make pretty diagrams?
How will EA methods and tools be maintained?
How will EA matters be communicated?
4. Roles and Responsibilities
One common pitfall is unclear roles. Make sure you define:
Who owns the EA function?
Who leads day-to-day work?
What responsibilities do architects have?
When roles are clear, it’s easier to avoid confusion and ensure EA tasks don’t get buried under other work.
5. Organizational Placement
Where should the EA function sit in your organization? Should it be part of IT, or report directly to the business? Should it be centralized, distributed, or hybrid?
In any case, the key is to ensure visibility and influence—so that EA can support decisions across both IT and the business.
6. Modeling Approach and Piloting
Don’t just borrow a modeling approach straight from a textbook—design one that fits your organization’s real needs. This ensures consistency and makes the models genuinely useful, while also helping keep the workload manageable.
Before rolling out your modeling practices widely, test them in a small pilot. This ensures that your chosen models and guidelines work in practice—and that everyone involved is comfortable with them.
7. Plan a Simple Roadmap
Once your basic operating model is in place, create a clear plan for how to move forward. Identify the tasks, priorities, responsibilities, and timelines for the coming year or two—no need for overly detailed future plans. Use simple visualizations (like a Gantt chart) to keep it transparent and engaging. Prioritize practical progress over perfection, and secure buy-in from leadership to ensure long-term success.
Practical Tips for Success
Here are some practical tips to keep in mind as you design and refine your EA operating model. These tips can help you avoid common pitfalls and ensure that your model is both useful and sustainable in the long run:
Keep it simple: Your first version doesn’t need to cover everything. Often, 20–30 slides are enough to explain how EA governance will work.
Co-create it: Don’t build the operating model in isolation. Involve the key people who will actually use and benefit from EA. This builds buy-in and surfaces practical insights.
Secure leadership sponsorship: Without a visible sponsor—someone senior enough to give EA credibility and resources—it’s unlikely to get far.
Iterate as you go: Don’t get stuck perfecting the model. Treat it as a living framework—adapt it as you learn from real-world feedback and experiences.
In the End: Less Is More
The purpose of an EA operating model isn’t to look impressive on paper. It’s to provide a practical framework that answers these simple questions:
Why are we doing EA work?
How does it support real decisions?
Who does what?
How do we keep it up to date and useful?
If you stay focused on these core questions—and keep the model lean and relevant—you’ll avoid the six-month nightmare of endless debate and create something that genuinely supports change.
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