Of all the things you can voluntarily choose to do in life – there are three things that you would never do without serious justification. One is to move house – as in buy and sell and move your world and your family, another is to divorce your long-term partner – implications obvious, and the third is walk away from a fabulous brand (Enterprise Architects) that you’ve spent 14 years building into a globally recognised marque that stands for thought leadership and service excellence in your field. While a digital strategy is now a mandatory requirement for corporations the world over, there are varying perspectives of what a digital strategy should comprise, often reflecting the authorship of the strategy within the offices of Marketing, Products or Technology. However, in many instances these strategies appear indistinguishable from the business technology innovation strategies of yesterday. At the heart of Digital Strategy should be the premise that the confluence of contemporary forces and capabilities present the opportunity for market disruption and service reinvention – yet invention and disruption generally escapes the major corporates seems to remain the domain of the start-ups. Recently while hosting one of our Business Architecture Information Sessions I found myself reflecting on how far Business Architecture has come as a profession. I pondered an episode from our past which many would now find hard to believe.

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It was around early 2007 and as a provider of architecture talent, EA had developed a very sophisticated view of the architecture job family framework and there was a discussion around our board table where we entertained the question: Is Business Architect a valid member of the Architecture Job Family framework? Today I saw on one of the Linked-In Architecture Forums a variation on the classic question of measuring Enterprise Architecture value and effectiveness.

The member wrote: “.So what are the most useful ways in which you have measured the effectiveness of architecture efforts/outcomes in organisations you have worked for”? Of course this elicited a stream of predictable responses and suggestions relating to levels of compliance, investment alignment, productivity improvement, sourcing effectiveness, blah, blah, blah. Enterprise Architecture has evolved. At Enterprise Architects we are delivering a new kind of Enterprise Architecture capability, one that drives richer business engagement, strategic insight and fast-paced change. Recent Posts. Twitter. The long-awaited but ultimately underwhelming release of Architecture Framework.2 has done.

Congratulations to the team. It's hard to find good people these days, let alone great ones. Our perspective on has evolved.

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Our name no longer reflects the scope of what we actually do https://t.co/X63wt7czXA.