If you’ve been active on LinkedIn, you’ve probably seen the endless debates about Enterprise Architecture.
1. Should Enterprise Architects (EAs) be part of IT, or sit elsewhere in the organisation?
2. Are EAs too tech-oriented to drive real business value?
These questions have been circulating for years, and they often dominate the conversation about EAs.
I find the discussions at times interesting and also frustrating, so I thought I’d ask a few questions on LinkedIn to find out more about the reality.
Where do EAs sit in organisation structures?
As expected from a poll on where Enterprise Architects sit in an organisation:-
– 83% sit within IT
– 17% sit elsewhere in the organisation
This wasn’t particularly surprising.
When I talk to long serving Enterprise Architects, they stress that Enterprise Architecture has its roots outside of IT and that the IT community quickly adopted the role.
This is reinforced by BCS (British Computer Society) recognising the role as key in its SFIA framework.
A few of the comments suggested that it was a shame to see that the majority of Enterprise Architects were reporting into IT functions. I’m sure the commentators were hoping to see EAs distributed across the organisations.
Maybe we will see EAs move back out of IT and into Operations or Strategic functions – however many roles across an organisation remain in the functions they’ve grown up in so I wonder how much of a shift will be seen.
Where do EAs focus their time?
In terms of the thought that Enterprise Architects are too tech orientated, I asked a question about where EAs focused their time and here is where things did get interesting.
- 47% spent 40% of their time on Enterprise Needs, 30% on Op Model Options and 30% on Tech stack options
- 37% spent 30% of their time on Enterprise Needs, 30% on Op Model Options and 40% on Tech stack options
- And the remaining 16 spent 70% of there time on the Tech Stack options with varying % of the remainder in Enterprise needs and Op model options.
This was surprising. Given the discussions about how Tech focused EAs can be it was really encouraging to see Enterprise Needs and Op Model Options are significant aspects of Enterprise Architect roles in organisations today.
I discussed this with a few Enterprise Architect diehards, and they were also surprised to see that understanding the ambitions of the Enterprise, and the needs of the Enterprise, could feature. That said, they felt the Op Model operations outside Tech were often lacking. That is to say that EAs tended to jump from challenge to technical solution, and very few spent enough time considering operational options before IT.
Is the Balance Shifting?
The polls if they are representative highlight the evolving nature of Enterprise Architecture: while many EAs remain part of the IT function, their focus is clearly Enterprise-Wide. They are addressing strategic challenges and enabling transformation across the organisation. This is great to see and could highlight that the role of an Enterprise Architect isn’t defined by reporting lines but by where EA’s spend their time. As a result, many EAs believe they are recognised for their ability to bridge silos.
1. Building coalitions across departments.
2. Connecting strategy to execution, ensuring business goals are supported by technology.
3. Facilitating enterprise-wide conversations that align operating models, financial goals, and organisational strategy.
So back to the start, why do the debates on where the Enterprise Architect sits in an organisation and the technical nature of an EA’s role persist?
If Enterprise Architects are already focusing on business and operating models—and are actively bridging gaps—why is there still so much discussion about their value?
A New Year and an Opportunity to Reset
Here’s what I hope organisations going into 2025 continue to consider:
1. CIOs Should Fully Leverage Enterprise Architects
The CIO should see Enterprise Architects as critical partners in bridging technology and business strategy. EAs bring holistic, enterprise-wide thinking that goes far beyond internal IT governance.
Do you believe your CIO recognises the Enterprise focused area of your role?
2. EA Role Profiles Must Reflect Strategic Value
Too often, EA job descriptions emphasize years of IT experience and technical expertise. Instead, they should highlight competencies in enterprise strategy, operating models, and cross-functional leadership.
Does your role profile adequately reflect the Enterprise and Operating Model nature of your role?
3. Career Pathways Should Be Broader
EAs shouldn’t always come from IT backgrounds. Career pathways from operations, strategy, and business functions should be equally valid. These diverse experiences only strengthen the EA’s ability to connect the dots across the enterprise.
Look around, are other Enterprise Architects in your team had decades of IT experience or are their EAs with broader Enterprise and Operational experience?
4. Enterprise Leaders Must Recognize the EA’s Value
Beyond the CIO other members of the Executive team must be recognising the value from the Enterprise and Op model focus of the EAs and not just seeing them as IT roles.
Is the CFO seeing how EA’s align financial priorities with enterprise goals?
Are the COO and HR Leaders recognising the role in designing operating models and organisational structures?
Are the CEO’s and MD’s viewing enterprise architects as key enablers of enterprise success?
Enterprise Architects are more than their title or where they sit on an org chart. They are bridge builders, connecting IT and business strategy, aligning silos, and enabling transformation.
So perhaps the debate shouldn’t be: “Should EAs sit in IT or elsewhere?”
The real question is:
Are organisations truly recognizing and leveraging the value Enterprise Architects bring to the table?
It’s time to embrace Enterprise Architects as drivers of enterprise success—because bridging the gap between IT and business isn’t just valuable; it’s essential, don’t you think that’s true?
