Using the Open Group Enterprise Architecture Framework to Accelerate
State Digital Transformation Co-Authored By, Dr. Darren Pulsipher and Hugues Morin, Intel Corporation
State governments face growing expectations to modernize. Citizens and Businesses alike expect services that are as intuitive and responsive as those offered by the private sector, while legislatures demand accountability, transparency, and measurable outcomes. At the same time, state agencies must navigate legacy systems, siloed organizations, constrained budgets, and evolving regulatory requirements. In this environment, digital transformation is not a single initiative, it is a continuous journey. One of the most effective ways state agencies can bring discipline, coherence, and momentum to this journey is by adopting the Open Group Enterprise Architecture framework, commonly known as TOGAF®. The framework offers state agencies a practical way to bring coherence and momentum to digital transformation. More than a technology framework, TOGAF provides a disciplined approach to aligning people, processes, data, and technology around shared outcomes. When applied pragmatically, it helps agencies move with purpose rather than speed alone—because
of unsuccessful transformations. TOGAF explicitly addresses these challenges by providing a framework to ask the right questions, sequencing decisions, and aligning stakeholders around a shared future state across organizations boundaries. Process Discipline Enables Sustainable and Iterative Change Digital transformation frequently stalls when agencies digitize existing processes without questioning whether those processes still make sense. Automating inefficiency only accelerates frustration.
transformation without direction rarely delivers results. Enterprise Architecture Is About People First A common misconception is that enterprise architecture is an IT activity. Successful architecture efforts begin with people: agency leaders, program owners, frontline staff, and partners who design and deliver public services. State transformations often fail not because of poor tools, but because roles are unclear, decision rights are fragmented, and change management is underestimated. Unclear strategies, underestimated dependencies, isolated change implementations – this is the fuel
– 2026 Legislative Edition – Florida Technology Magazine 34
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