What is your approach to aligning Enterprise Architecture with urgent business demands?

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Computer Science Lecturer in Education, 51 - 200 employees
My approach to align Enterprise Architecture with business demands is focused in three areas: Management, Scope and Content. 
To succeed with an enterprise architecture initiative it requires top IT and business management buy-in. 
The scope of the enterprise architecture must be defined and agreed between business and IT.
CTO in Software, 11 - 50 employees
It requires a strategic and dynamic approach; consider taking into account the following: identify business priorities; build a roadmap; place an emphasis on strategic planning; and conduct routine monitoring and measuring.
Principal Information Security Officer in Education, 10,001+ employees
1. Thoroughly understand of your business's goals and objectives. 
2. Understand the current state of your architecture. 
3. Identify gaps and opportunities.
4. Prioritize the identified gaps and opportunities.
5. Develop a roadmap to align the architecture with the urgent business demands. 
6. Review the impact of the changes and adjust as necessary.
CIO in Healthcare and Biotech, 1,001 - 5,000 employees
You need to have your enterprise architecture defined, socialised and embedded as part of decision making criteria with all your top level stakeholders well before you get into discussions around how to manage ‘urgent’ business demands. If its not seen to produce value in less urgent demands its not going to work when there is a temptation to skip steps because or urgency. Your enterprise architecture principles should be pragmatic not academic so its flexible enough to deal with urgent business demands as well as day to day ones.
Director of IT in Manufacturing, 5,001 - 10,000 employees
ITMS (IT Management System) & COBIT 2019
Vice President Information Technology in Finance (non-banking), 201 - 500 employees
Refer the strategic goal and update it, develop tactical and operational plans to accomplish the changes needed by business. Risk management shall continue during the entire change
Chief Technology Officer in Media, 2 - 10 employees
Understand the urgent business demands, Evaluate the current enterprise architecture, Prioritize business demands, Define a target architecture, Develop a roadmap, Engage stakeholders
CIO in Government, 10,001+ employees
We outlined a comprehensive enterprise architecture and then aligned it with a very detailed software development life cycle (SDLC) with its own associated set of templates and SOPs. This was supplemented by a refined DevOps CI/CD pipeline to automate the deployment
Director of IT in Healthcare and Biotech, 10,001+ employees
The first approach to solving this problem is realizing that EA's role is changing from technology-focused to enterprise-wide. EA must include existing company activities and IT systems and adapt to unexpected developments. EA goes beyond IT system design to allow strategic business change.

Businesses must realize that flexibility and responsiveness do not contradict stability in EA. Business needs may appear to conflict with enterprise system stability and resilience. A successful EA methodology promotes system stability and adaptability to meet business demands.

EA-business alignment isn't a one-size-fits-all method either. A thorough strategy may include enhancing communication and cooperation between business and IT stakeholders, building a culture of adaptation, exploiting new technology, and being proactive rather than reactive to changes. EA must change its perspective from IT-centric to business-centric to become a proactive business influencer rather than a passive responder.

CIO / Managing Partner in Manufacturing, 2 - 10 employees
One of the biggest challenges to EA is urgent business requests with very strong business cases, but the solution does not align with the EA policies.

This is where it gets very tricky, and the CIO needs to navigate carefully to find a compromise to fill the business need and stay aligned with the EA.

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