Enterprise Architecture

Join us and learn how to:
  • Understand the maturity of your EA program
  • Bring digital business strategy to life
  • Become a trusted advisor to leadership teams
  • Create a culture for innovation
  • Plan your next career move
  • Succeed in a senior leadership position
Become your organization's trusted advisor

Enterprise architecture and technology innovation leaders are key enablers for digital business and are accountable for helping the enterprise balance the risks and benefits of digital business. Building a world-class EA discipline helps business and IT leaders formulate strategy using data-driven business models and digital platforms to enable interactions across digital business ecosystems.


This involves:


  • Proactively leading enterprise responses to disruptive forces toward a desired business vision and outcomes
  • Identifying technology-enabled business opportunities by using specific technology innovations, methods, tools and consultancies
  • Effectively using business architecture to drive targeted business outcomes
  • Building on enhancements to EA practices that encourage speed to market and use a lightweight and pragmatic approach


Back To Top

Questions we can help you address:



As an Enterprise Architect, you must focus on delivering business outcomes and know your stakeholders well enough so that you address the right ones. You must work with the stakeholders involved to deliver these outcomes quickly in an agile, lean and flexible way. Enterprise architecture must also deliver business value, setting the stage for the organization to reach its goals.


In the past, many stakeholders — IT and business — viewed the enterprise architecture practice as "slow," "unresponsive," "too bureaucratic," "too technical" and a bottleneck to achieving business results. However, leading organizations have dramatically changed these perceptions by focusing on proactively and holistically leading enterprise responses to disruptive forces by identifying and analyzing the execution of change toward desired business vision and achieving targeted business outcomes.


Modern, successful EA teams deliver value by presenting business and IT leaders with signature-ready recommendations for guiding policies and projects to achieve target business outcomes that capitalize on relevant business disruptions. EA is used to steer decision making toward the evolution of the future-state architecture with a focus on the people, processes, information and technology of the enterprise and their relationships to one another and to the external environment.

Successful delivery of business outcomes requires organizations to use a wider range of tools and techniques, ranging from traditional to specialized EA tools to support strategy, IT investment choices and portfolio management. EA tools are increasingly being used for better-informed decision making.


Often, enterprise architects use multiple tools, explore new approaches and techniques (such as digital twins), or leverage EA consultancies. EA tools are beginning to provide greater support for bimodal EA, especially Mode 2 and agile approaches. This includes techniques like scenario planning, persona profiles and Kanban boards. EA tools are also moving beyond basic ideation workflows to include broader support for innovation, including ideation dashboards and linking ideas back to scenario planning, strategic value assessments and agile projects. Finally, EA tools are beginning to include the means to monitor the performance of business capabilities, as well as the organization's business operating model. This helps the organization close the strategy-to-execution loop.


Many organizations are still looking to EA consultants to help them build out their EA practices. In many cases, it seems that these consultancies are followers rather than leaders so there's a gap particularly at the innovative end of EA and digital. Increasingly, we see organizations using boutique consultants to provide expertise on specialist areas (such as AI or blockchain) that need support from EA.


EA leaders continually identify ways to accelerate time to value. This can be a daunting exercise when combined with the evaluation and selection of new tools, changing techniques and integration of outside services. They must have a holistic perspective, employ collaborative and consultative work approaches, embrace best practices, and ensure that their tactics are appropriate and aligned to driving better business outcomes. They must also use the market data and peer use cases that will help them justify their recommendations, and help the organization make better decisions.


EA tools are evolving to a "single source of the truth" with integration with other third-party products, more modelling capability and ties to operational execution.

To achieve agility and effectiveness, your organization must be more agile, iterative, experimental, lean and constantly learning and adapting. EA is an essential element of scaled agility, but EA practices must adapt in three ways:


  • Work like internal management consultants. Just like a good management consultant, enterprise architects must focus on achieving business outcomes, deliver early and often, be flexible, and use the models and tools needed to drive the outcome. Engage and encourage stakeholders and participants involved in each business outcome. They must shift their approach to emphasize the business and the behavioral competencies needed to build relationships, and encourage, coach and mentor individuals and teams needed to deliver the outcome


  • Continue the focus on business outcomes. In many EA practices, considerable time is spent on developing deliverables that provide context (such as reference architectures, current-state models and data models), many of which are rarely, if ever, used. EA practices must now take a very minimalistic approach to contextual architecture, and only develop what they know for certain they will need to support business outcomes. Enterprise architects must shift their focus almost exclusively to delivering the business outcomes that are a priority for the business and their stakeholders.
  • Be innovative and creative. Enterprise architects must bring new tools and techniques into the EA practice to drive business outcomes: models (such as business ecosystem modelling, customer experience models, business model canvas) and processes (such as design thinking, product management and agile project management). Enterprise architects must also upskill in creating and running collaborative workshops, presenting and communicating ideas, and coaching and mentoring. And most of all, enterprise architects must be imaginative and creative in bringing these tools and approaches to bear to deliver business outcomes and engage and motivate people.


Register before 22 March 2019 and save €325.