Now more than ever, organizations are embracing EA practices
as they know it is the true answer to today’s business agility and technology
disruptions. Large organizations are busy developing their EA capabilities in a
manner that gives them an advantage over their competitors.
Digital business trends have created new business designs. Enterprises
that are sticking to their traditional EA practices will not be able to cope in
this era of digital transformation. The skillset required in this era is no
longer IT focused. Organizations need to recruit and develop EA caliber that is
business outcome focused and very responsive to technology innovation opportunities.
According to Gartner, world-class EA practices that can stand-up to this challenges have a wide range of stakeholders involved in the EA
program. Their teams usually have a deep understanding of the strategy and are
equipped with a variety of advanced team resources that enable problem solving
skills. In addition, these organizations
have well-structured enterprise architecture governance that defines how the EA
program is maintained and how it relates to other enterprise-wide process such
as capital planning. Moreover, they do a have solid EA measurement program that
is well integrated within the architectural process.
Yet, this world class EA practices needs to improve its
ability to identify and understand the business economic and financial factors
that is impacted by innovation. The fact that innovations are not tested
technologies, requires that these organizations conduct emerging technology
evaluation and determine the opportunities that can be sought to achieve
certain business outcomes.
This means that the future will call for super enterprise
architects who do not use the traditional ways of EA to support decision making.
These super Enterprise architects will not emerge out of nowhere. In fact EA
institutions needs to start preparing and developing them.
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