Here's how you can provide effective feedback to remote team members in Business Architecture.

I firmly believe in Continuous feedback. Build together in a collaborative setting that allows for discussion and input without criticism. Being supportive and open will enable your team to push against their normal thinking and behaviors and drive success.

Being open, honest and authentic is absolutely essential. Being clear about the business objectives as well as the technical objectives, what has been agreed by all parties, what has been achieved, what is outstanding and why/what the dependencies are; and what additional support may also required?

Totally agree. In every activity or strategy there must be a reference point that motivates its execution; If the objective is ambiguous or diffuse, the executors will take contradictory actions, generating incoherent or inconsistent results, even more so when talking about work teams. Business architecture supports the strategic framework of an organization and its definition must focus on achieving objectives; Without a defined port any shipping route will do. Achieving the alignment of processes, people, technology and data with organizational objectives is the challenge of a successful application of enterprise architecture.

Según mi experiencia, la retroalimentación debe ser constante, siempre buscar los espacios y que sea una retroalimentación efectiva

La puntualidad en la retroalimentación es fundamental para poder bajar la planeación de la arquitectura al uso cotidiano de la misma de forma oportuna, sobre todo para realizar ajustes que mejoren su efectividad. Sin embargo, requiere de pautas, mecanismos de interacción y análisis para la toma de decisiones de adaptación. En ese proceso, la flexibilidad es un atributo que se alimenta de la práctica continua de la retroalimentación en los ejercicios de implementación de la arquitectura empresarial. La puntualidad debe de ir de la mano de la calidad en el proceso de retroalimentación.

según mi experiencia, siempre retroalimentar en forma positiva, de los errores se aprende y se deben escalar a tiempo, no esperar al final

Good and constructive feedback in a manner (and tone) that conveys a genuine desire to help the team to deliver on their objectives must be the goal in formulating not only what needs to be said but more importantly how it needs to be said. Yes providing hard or tangible examples of what can be improved upon allows the team to reflect and focus on improving delivery - building on what they have done well and encouraging them to do more of it gives them the confidence to go out there and make corrections from a vantage point of success not failure (mistakes)

según mi experiencia, los modelos o diagramas son vivos, por lo tanto deben estar en una herramienta colaborativa, compratida y visible siempre

Accept that your opinion isn't always the best or necessarily the right one, just because you're in a position of authority or seniority. Listen to your team and colleagues and be open to challenges. Remember, it takes a lot of guts to question someone else's viewpoint. You hired them for a reason. Most people are good at their job, bring different skills and perspectives to the table, and flourish when given autonomy. Trust them.

As with most aspects of architectural work there is always more than one “right” answer for a given situation. Accepting this and finding the answer that best suits a particular engagement or situation takes skill and an appreciation of what your client (the business) finds value in. Purity in architectural thinking runs a very poor second place to a delivery that may be less than “pure” but business likes what you have produced. This is especially true when it has opened business’s eyes to a new perspective on their operations and they can embrace and apply your work as their own. Sometimes “good enough” is goodness - wins with business architecture work with business is a great achievement that should be banked and built upon over time