Bringing The Sexy Back to EA

Some jobs are just not sexy, period. No amount of lipstick on a pig is going to make it look pretty. Well, I won’t mention others, but I can assure you that Enterprise Architect (EA) is one of those jobs. It is almost impossible for an EA to be a hero who saves the day and steals all the glory and admiration.

In todays’ attention seeking society everyone seems to desire to shine like celebrities and crave for attention. Being popular certainly pays off in today’s world and so perhaps it is indeed inevitable for everyone to ponder over it now and then. Ok, so how can we bring sexy back to EA job! (Not that it was ever sexy, but it is worth a try).

Anything that takes too long to show results is not attractive to anyone and such option is never the first choice. This is how humans are hardwired and so it takes extra efforts to recognize and invest in activities that pay off in the long run even though our natural instincts push us to look for quicker alternatives despite them being bad for us. This instinctive behaviour is also very prevalent in business. People who come to save the day are rewarded with bonuses, promotions, and other similar compensations. And some smart folks, who learn this secret early on in their careers, perfect the art of gaming the system to get ahead. Honestly, I have nothing against smart people, we shouldn’t blame the players.

There are two types of people in organizations, and this is something very evident in IT organizations. The first type always keeps the ultimate goals of doing what they do with greater good in mind and sincerely do their jobs with a lot of care ensuring they prevent potential risks and disasters from happening to the best of their abilities. And then there are the second types who have found the superpower, the spidey-sense if you like, to detect and seize opportunities in just the right time to save the day and take all the glory with very little effort.

This dynamic is common in all business units and IT organizations, where the visible, reactive heroes often receive more recognition than those who quietly keep the lights on, maintain stability and prevent major issues.

There should be no surprises here that EAs, who focus on long-term strategic planning and system integrity, often fall into the former type, the category of unsung heroes.

Okay, some of you might argue that there is nothing wrong with being a unsung hero and EAs should just accept their fate, be nice and continue being the background singers, who certainly enrich the overall experience but without taking the spotlight.

But I believe this need not be the case. I think EAs could do better than that. There are certainly times and opportunities when EAs can seize and save the day, so to speak.

Since EAs contribution is long term and people easily forget it. Therefore, it becomes important for EAs to document and communicate their contributions and achievements as reminder to stakeholders so when the time comes for recognition EAs can produce the evidence. I know this sounds corny, but it helps to have the material evidence available when needed.

This includes, creating reports that highlight system stability, improvements in efficiency, and the long-term benefits of the EA initiatives. As and when opportunities arise, EAs should consider presenting case studies that showcase how their preventative measures have saved the organization from potential issues or have led to significant cost savings.

EAs ensure that their work is closely aligned with the organization's strategic goals and priorities. This means, communicating in business terms rather than using technical jargon. Ensure during every opportunity you get to interact with the stakeholders demonstrate the business value of architectural decisions, such as how they support growth, enhance customer satisfaction, or enable innovation, etc.

EAs must not fail to build relationships with everyone in the organizations, especially outside of the IT organizations. Yes, you can be an introverted person, but you should be able to build social connections that are relevant to your role. Regular communication with key stakeholders, such as executives and business leaders, is crucial. You must find opportunities during quarterly or monthly governance and management meetings to provide update on the progress of relevant EA initiatives, remind the stakeholders of the value they should expect from them, and discuss the future benefits. Create dashboards that track key performance indicators (KPIs) considered relevant by the stakeholders.

While preventative measures are essential, occasionally stepping into more visible problem-solving roles can certainly elevate visibility of EAs. Taking the lead in cross-functional initiatives that have a direct and noticeable impact on the business is the surest tactic to gain visibility. EAs must demonstrate as being the facilitators and be seen as the trusted advisors across business and IT, who are actually there to remove the bureaucratic hurdles and help arrive at quicker problem resolution. Volunteering for high-visibility cross-cutting projects that require their expertise is another opportunity to shine.

It goes without saying, in today’s socially networked world building relationships within the organization is mandatory for everyone and is a sure shot way to increase visibility and recognition. Networking with other departments to understand their needs, evangelizing EA practice, and demonstrating how EAs can support them, should be part of EA’s daily routine. And of course, mentoring and training sessions to share knowledge and showcase expertise to all the stakeholders within business and IT organizations are examples of excellent opportunities to build the credibility.

Yes, EAs must be good story tellers. You will be undisputable winners if you hone this important skill. Building public speaking skills and be able to empathize with your audience is extremely important skill for any leader to verbalize their vision.

Publicizing EA success stories, small or big, within the organization helps creating internal case studies for future reuse. Any publicity is a good publicity, and so sharing these stories through internal newsletters, intranet sites, or town hall meetings is an excellent way to raise and promote EA’s stature.

Enterprise architects should advocate for the importance of their role within the organization, subtly and dare I say shamelessly, educating stakeholders about the critical nature of preventative work and its long-term benefits and highlighting industry examples where proactive architecture has led to significant advantages.

By focusing on effective communication, aligning with business goals, and occasionally stepping into more visible roles, enterprise architects can gain the recognition they deserve. It's about shifting the perception from being behind-the-scenes to being integral to the organization's success. Yes, we can bring sexy back to EA profession!

Author: Sunil Rananavare, IT Strategy Planning and Architecture (CIO Advisory)

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The views in the article are author’s own and not necessarily of his employer.