CIOs must live up to increasingly challenging expectations that often pull them in different directions as they look to balance digital opportunities and threats against the demands of execution. In this era of digitalization, they need the holistic perspective of an EA team driven by business outcomes.
- Key Question
- Opportunities and Challenges
- How This Report Will Help
- A business-outcome-driven EA team is a valuable advisor to the CIO
- The EA team provides the CIO with a holistic approach to bridging strategy and execution
- Utilize five critical success factors to reshape your EA team
A business-outcome-driven EA team is a valuable advisor to the CIO
- New digital business expectations demand a new type of CIO advisor
- A business-outcome-driven EA team can be a valuable enabler of the CIO’s digital business agenda
- The head of EA can become a key personal advisor to the CIO
- Skeptical CIOs are not benefiting from EA’s resurgence
- EA through the decades
The EA team provides the CIO with a holistic approach to bridging strategy and execution
- The EA team creates deliverables to bridge the gap between strategy and execution
- The EA team must forge partnerships across the enterprise and the business ecosystem
Utilize five critical success factors to reshape your EA team
- Critical success factor 1: Shape your EA capability around measurable business outcomes
- Critical success factor 2: Draw on a toolbox of industry frameworks to structure your EA team’s efforts
- Critical success factor 3: Shift from formal to informal governance
- Critical success factor 4: Extend your EA team beyond traditional architecture skills
- Critical success factor 5: Follow these steps to create an EA renaissance in your enterprise
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