Exclusive Interview with James Priso

The Real Challenges of Enterprise Architecture Today

In a context where information systems are facing unprecedented pressures, we sat down with James Priso, a recognized expert and leading trainer in enterprise architecture. Between field anecdotes, strategic visions, and advice for the next generation, he shares his perspective on a profession in deep transformation.

Sylvain Melchior: To get straight to the heart of the matter, could you introduce yourself and walk us through your background?

James Priso: I'm married and a father of one. Professionally, I'm an enterprise architecture expert and trainer, founder of EAC International, and Paris director of the consulting firm TINA. I have a background as a generalist engineer, complemented by a specialized master's degree in systems dynamics. I started as an apprentice at Schneider Electric, where I managed a repository of three to four thousand applications. I then moved on to Carrefour and several specialized consulting firms. Over fifteen years, I've supported around fifteen major groups across all sectors (SNCF Réseau, GL Events, La Banque Postale, Enedis, the Casino group, etc.). I like to divide my activities into two main parts: on the one hand, preparing transformations (maintaining the repository, founding principles), and on the other, supporting these transformations (master plans, urban planning studies, architecture dossiers).

Sylvain Melchior: You're also widely known as a trainer. How did you become the French-speaking reference on TOGAF?

James Priso: It happened quite naturally. It was Pierre Lebrun, a former trainer who is now retired and who originally trained me, who suggested I become a trainer myself. I was already teaching in physical classrooms, but I quickly noticed a lack of online TOGAF offerings. I launched my first courses, which quickly became bestsellers: in two and a half years, I trained around 5,700 people in 127 countries. It's fascinating to see that thanks to an international standard like TOGAF, a Swede, a Ugandan, and a French person can immediately understand each other when discussing the management of transformations. It shows the vital importance of a common language, even though in daily practice each company adapts its own methodology.

Sylvain Melchior: With this global perspective, what do you see as the major challenges facing the IT systems of large companies today?

James Priso: They're under double pressure. They're being asked to cut costs and move as fast as SaaS vendors, while also being engines of innovation and revenue, particularly through e-commerce. On top of that, there's a double fear in the face of developments like quantum computing and generative AI: top management fears their business model will become obsolete, and CIOs fear being technologically outpaced and bypassed by the business units. The challenge is all the greater because French IT systems are often a stack of technological layers from the 70s, 80s, 90s, and 2000s that have never been fully replaced. This technical debt complicates the adoption of generative AI, which requires excellent data quality — a topic on which many companies are still in a wait-and-see mode. Finally, we mustn't forget the regulatory issues tied to European sovereignty (vis-à-vis China and the United States) and to climate change.

Sylvain Melchior: And in the face of this rollercoaster, how does the enterprise architect position themselves? Do they still have the same title?

James Priso: The goal of enterprise architecture is to effectively guide change. In any large company, there's always someone playing this role: someone who analyzes the existing landscape, proposes target scenarios, and has strong convictions about how applications should communicate with each other. If it's not an enterprise architect, it's often the CIO, a very powerful and cross-functional project director, or a highly experienced operational expert who is legitimate on the central solution. But a CIO managing hundreds of people doesn't have the time to arbitrate between solutions. That's where the enterprise architect fits perfectly: they are cross-functional and don't carry a specific label (marketing, finance, etc.), which is essential on complex projects.

Sylvain Melchior: There's often debate about their place in the organization chart: under the CEO or under the CIO? Some even mention Product Managers as bridge-builders…

James Priso: In theory, the frameworks say it should be under the CEO, but in practice it's almost always under the CIO, even in Anglo-Saxon countries. To be credible under the CEO, architects would need genuine operational experience (like having been a store director at Carrefour) and not just an IT profile. Since we've never really figured out how to organize these dual profiles, reporting to the CIO has remained the norm. As for Product Managers — yes, they are profiles that bridge tech and business and have very good skills to evolve toward architecture.

Sylvain Melchior: Let's talk about the next generation. Is it possible to become an architect straight out of school? What's the impact of AI on these junior profiles?

James Priso: I started right out of school myself, which is rare, but possible. Historically, juniors were hired to manage the application repository; chasing down information and gathering data, very time-consuming work, but essential for budget exercises and master plans. It was an excellent entry point because it provided a cross-functional view of the IT system (functional domains, types of applications). Obviously, a junior doesn't define the target of a €5 million project on day one; they level up as they earn legitimacy. However, generative AI is shaking this up. The repository was declarative, functional work. Today, AI can replace a large part of this data-entry work. The real question then arises: if juniors can no longer do these thankless tasks that allowed them to learn and acquire a global view, how will they enter the market? Even with AI's help, it's hard to be trusted without the "scars" of experience.

Sylvain Melchior: To wrap up, if we were to talk about your "12 labors of Hercules" or your first 100 days… what's the "James Priso touch" when you start a mission with a client?

James Priso: My touch comes a lot from management consulting. When I arrive at a client, I'm first and foremost a psychologist. The absolute priority is to understand the context, the power dynamics, the interests of stakeholders, as well as the real and hidden governance. You absolutely must not give answers too quickly. Then, you have to be an "adaptation machine." I never roll out the TOGAF methodology from A to Z. The client doesn't want it in that form. I will never challenge a client's definition of what an "application" is, unless they have none and ask me to start from scratch. In the end, what makes a good architect is versatility. My background combining consulting, training, and business development gives me the technical skills, the relational skills, and the maturity needed to find the right compromises.