A global survey on Enterprise Architecture. Topics include IT Complexity, the evolution and scope of current EA practices, and the tangible benefits of investing in higher EA maturity.
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WHY IT MATTERS: Digital Transformation
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Curated by
Farid Mheir
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Focusing on business processes can lead companies to end up with multiple systems that perform similar functions, such as customer-relationship management. Concentrating too much on technology can cause EA teams to organize their work around building applications rather than enabling the business.
Farid Mheir's insight:
WHY IT MATTERS: this article relates to a recent post on EA tools. The conclusion is clear: EA should focus on delivering what business needs instead of pushing for technology infrastructure. Instead of having milestones related to building single sign on or identity management solutions, align roadmap to the delivery of employee self-service portal for HR or supplier B2B eCommerce for supply chain BU. Basically align the EA roadmap on the business priorities. 
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In our 35-criterion evaluation of enterprise architecture management suites (EAMS) providers, we identified the 12 most significant ones — Ardoq, Atoll Technologies, Avolution, BiZZdesign, BOC Group, LeanIX, MEGA International, Orbus Software, Planview, QPR Software, Software AG, and UNICOM Systems — and researched, analyzed, and scored them. This report shows how each provider measures up and helps enterprise architecture (EA) professionals select the right one for their needs.
Farid Mheir's insight:
WHY IT MATTERS: enterprise architecture remains a great idea with awful delivery IMHO. Great idea because most organizations do not have a complete high level view of their organizations from a business, data, application and technology in order to drive governance and security and manage project portfolio priorities. Awful delivery because most EA groups tends to isolate themselves in ivory towers, with hard to define value and limited deliverables. EA tools, in the same vein, have traditionally been bloated versions of difficult to maintain and often stale information, the main issue not being the software but the content and its maintenance...
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Digital transformations are, by their very nature, complex. There are multiple moving parts, integrated processes and technologies, and the need for expertise that cannot already be found in the company. In most firms, however, there is a small cadre of technology professionals who can impose relative order on the proceedings. CEOs and CIOs should consider the benefits of pulling enterprise architects closer to the center: bringing them to the table with business leaders, devising metrics that reveal the value of their work, and creating the type of incentives that will challenge them and prompt them to stay for the long term. Such an approach is critical not just for limiting risk and protecting against the potential challenges and downsides of digital transformations but also for ensuring a clear upside—a close and lasting partnership between the business and IT.
Farid Mheir's insight:
WHY IT MATTERS: I've practiced enterprise architecture since I learned from the best at Capgemini back in 2003. Although the concept and the tools are great, and I use them daily, I find the EA groups in large organizations is quite shameful. This article provides insights into what EA groups can bring. If only the architects could step down from their throne to deliver something useful to their organizations, as suggested here...
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Curated by Farid Mheir
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WHY IT MATTERS: a survey conducted by LeanIX, an EA tool maker, conducted mostly on IT and EA professionals, is thus very biaised. Nevertheless the results are interesting. As an EA practionner of 20 years, I know EA can bring value if 2 conditions are met
1- business should lead EA, not the CIO
2- EA is a community, not a business unit or a group within IT
More on this view later, stay tuned...