The Value of an Enterprise Architect:

Moving from Tactical Responder to Collaborative and Strategic Enabler

Welcome, business enthusiasts and architect aficionados! Last night I had the pleasure of attending a frank and thought-provoking meetup hosted by Z Engery Mike Gilbert and a presentation by enterprise architect, Allan Froy.

Alan shed insights into the pivotal role of enterprise architects within an organization and how they can be undervalued when the enterprise operates primarily from a culture of “chaos” rather than “big picture” thinking.

Today, I want to discuss not only the value that enterprise architecture should already be delivering to your business project planning and delivery, but also, to delve into the realm of enterprise architects by exploring the immense value that they can bring to businesses.

By transitioning from the role of “tactical responder” to a “collaborative advisor and strategic enabler”, enterprise architects can play a pivotal role in driving success and transformation.

So, join me as we uncover the significance of this role in a business-focused context.

Unlocking Strategic Potential:

Envisage your business as a complex ecosystem with various components and processes working in harmony to achieve your business goals. Enter the enterprise architect, armed with a comprehensive understanding of the organization's intricacies, and relationships.

Their role is akin to a guiding compass, aligning IT initiatives with strategic objectives and ensuring optimal utilization of resources.

Tactical Responders:

Gone are the days when enterprise architects operated in isolation, merely reacting to business requests.

No, just kidding! The majority of organizations still have enterprise architects who are the tactical responders operating in a constant state of flux and chaos by helping businesses put out fires on a daily basis.

Unfortunately, this does nothing to improve the value of an enterprise architect’s role within the organization, or the value that they could deliver.

Nor does it drive businesses to take accountability for their lack of efficiencies, (which could have been addressed if the EA was less fire-fighter and more mains control).?

Collaborative Partnership:

Today, enterprise architects should thrive as collaborative and influential partners, equipped with strong communication skills, empathetic understanding, strong business acumen and a genuine interest in understanding the pulse of the organization.

By actively engaging with stakeholders, they establish trust and foster collaboration among teams that were previously isolated.

Strategic Enablers:

Enterprise architects possess a unique ability to think strategically and envision the bigger picture. They keep a finger on the pulse of industry, identifying emerging trends, predicting disruptions, and spotting opportunities for innovation.

By translating business goals into actionable plans, they guide organizations toward digital transformation and technological advancements.

Aligning Technology and Business:

In the ever-evolving landscape of technology and emerging business threats, enterprise architects need to rise to the role of “consultative and influential advisor”, acting as a bridge between IT and business domains.

To maximize the value derived from IT systems and solutions, they need to ensure that technology investments are aligned with business needs and objectives. By bringing clarity to the complex world of technology, they enable the organization to make informed decisions and drive growth.

Driving Efficiency and Agility:

Through a strategic lens, enterprise architects identify redundancies, streamline processes, and eliminate inefficiencies.

They provide a holistic view of the organization's architecture, thereby enabling better decision-making and resource optimization. By designing agile and flexible systems, they empower the business to adapt to changing market conditions and to seize new opportunities swiftly.

Repositioning the enterprise architect’s role within the organization:

The future of enterprise architecture within the organization certainly will indeed be more consultative. However, in order for that to become a reality, there is a chasm to climb and a paradigm shift to be made, both from the business, organization, ICT and architect’s standpoint.

So, what needs to be done to facilitate this shift? Changing and aligning mindset and culture.

1.????Changing to a culture of “employee-led architecture”

Firstly, business needs the deliverables that the “tactical enablers” currently deliver, so consequently an architect cannot think about or move up an echelon until these tasks are taken care of. ?

With our soon-to-be-launched “ORGArchitect” SaaS, employees become the tactical responders as the “Architects of the Enterprise” taking ownership of the automated organizational mapping, impact analysis and scenario planning, and data accessibility roles. Automation of such tedious and time-consuming tasks benefits all and in turn, empowers businesses.

2.????Embrace a strategic and collaborative mindset

By handing over the baton to business for some of the more tactical EA functions, architects are freed up to do what they do best “working on the vision and the strategic business”.

Sometimes, it takes a leap of faith to reach 2nd or even 3rd base by firstly leaving 1st base. And leaving the organization in a better position than when you started, is a sign of a true collaborator and facilitator of change through empowerment.

Think and plan for your future and understand that you are the solution, not the problem

3.????Aligning mindsets and breaking down silos

A key understanding from last night nights presentation is that there is still a prevalent mindset of “Us and Them” across business, EAs and IT.

People, no matter how smart, if they’re not part of the solution, will hate being dictated to or coerced. So, if you’re an architect or in ICT wanting a seat at their table, put yourself in the shoes of business and think “differently”, (this scenario reminds me of the bully and petulant child analogy).

Everyone in the organization thinks differently, which is why we all exist to make a difference in the business's success. But saying that “we think differently” only serves to isolate teams and is symptomatic of a rigid mindset stopping people or entire teams from connecting, empathising, and understanding other people’s POV.

Conclusion:

In conclusion, enterprise architects bring immense value to businesses by transitioning from tactical responders to collaborative and strategic enablers.

Their ability to align technology with business goals, foster collaboration, and drive efficiency is instrumental in achieving success and growth.

By embracing enterprise architecture, organizations can leverage their expertise to navigate the complexities of the digital era to stay ahead of the competition.

So, let us recognize the vital role played by enterprise architects and embrace their contributions as we embark on the journey of continuous improvement and innovation.

As a business person or an architect, do you think that this reposition of enterprise architecture is feasible, practical doable? Leave your comments below to discuss either point of view.