Published: 05 March 2024
首席企业架构师面临新的要求，必须突破对于IT资产管理的关注。人工智能引发炒作，企业机构对其带来的机遇展现出了极大的热情和期望，但就企业架构（EA）而言，这一趋势并非该领域发展唯一的影响因素。特许经营将为EA注入新的活力，使其能够同时为IT和业务部门创造价值。
财务分析是数字投资决策中一个关键的步骤，同时也是企业架构师最常忽略的一个环节。
基于即时原则以及命令和控制的企业架构（EA）治理框架，阻碍了EA建议在企业机构内部的成功采纳。
提高效率和生产率是首席执行官（CEO）的首要任务之一，有助于改善商业生态系统参与、降低内部成本，以及提高企业机构的整体绩效。
企业机构现有的EA资源已无法满足各职能部门的使用需求。相较于寻求EA职能的扩展，相关职能将会设置与EA相近的角色，以利用该领域的实践和专业知识实现自身目标。
企业机构倾向于对IT运营、业务运营和软件开发过程中积累技术和流程债务采取放任的态度，直至债务对成功造成阻碍才会予以解决。
EA领导者应：
利用业务架构支持数字投资方案、论证方案的合理性，展示投资取得符合或超越高管预期收益的能力。
重新定义EA治理，明确EA治理的非干预性——旨在监控变革的状况、评估和预测影响，并就各类挑战为决策者提供应对方案。
扩展EA的价值主张，以涵盖通过创新管理活动、分析和工具支持新的业务设计。
围绕持续创新、组合管理、战略制定和新兴技术构建EA服务，明确服务的内容和价值交付对象。
面向首席信息官（CIO）及其他IT指导委员会中的高管成员，论证EA作为提供一站式遗留架构管理的中心化职能的定位。
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