I can’t believe we are now in 2025. I continue to look back on my experiences, to reflect on what I could take into the year as key learnings to make an impact and a difference with Enterprise Architecture expertise. Like many in the corporate architecture profession, I’ve often found myself returning to a core belief: understanding the business should always precede understanding the technology. But this belief isn’t static—it evolves as I observe and engage with the organisations I work with.
The Value of Immersion
As the years to 2030 progress, I’ve come to appreciate the depth of insight that can emerge from:-
- Spending time with the business.
- Reading company reports.
- Listening to strategy presentations.
- Sitting in on leadership discussions.
- Or even listening to customers and colleagues talk about their frustrations.
These moments collectively reveal what truly matters.
Each interaction seems to add a layer of context, offering glimpses into the tensions, aspirations, and opportunities that might otherwise remain hidden. It’s not just about identifying areas where technology can make a difference; it’s about framing those opportunities within the broader narrative of what the business is trying to achieve. And, of course, in the context of the technical trends being promoted in all this year’s trend reports.
Expanding the Role of Enterprise Architecture
Reflecting on my experiences, I’ve noticed how enterprise architecture often extends well beyond the traditional realms of processes, data, and technology. It feels like there’s an invitation to step into spaces that include partnerships, organizational configurations, and even the softer dimensions like team structures and skills.
A quote by a retiring CIO I spotted on LinkedIn this week suggested making this the year that people and culture was put first. Was it just me who thought he was suggesting this as a priority he may never have managed to put first during his tenure as a CIO.
Sometimes, I wonder: is this expansion of scope an inevitable response to the growing complexity of businesses today? Or is it a call to architects to balance the technical and human aspects of the enterprise more thoughtfully?
The Journey to Ecosystems Thinking
The concept of the customer journey that played a big part in my roles during 2023 and 2024 has transformed how I think about enterprise architecture. What began as an internal focus on improving processes and employee experiences has evolved into a broader consideration of customer interactions—especially in the context of digital transformation. Lately though, I’ve found myself drawn to an even wider perspective.
The word “ecosystem” keeps surfacing in conversations and frameworks. It’s a reminder that the systems we design are never isolated. They interconnect with partners, suppliers, customers, and even competitors in ways that create value—or tension. I find myself asking:
- How do we, as architects, articulate this bigger picture?
- How do we provide the clarity others need to see how the parts come together?
Stepping Back to Look Ahead
When I take a step back, I see an Enterprise Architecture profession that has grown from its origins in internal process improvement to something much broader. Today, the work often involves balancing feasibility, desirability, and viability—not just within the organization, but across its ecosystem of relationships.
These reflections leave me wondering: are we, as architects:-
- Asking the right questions?
- Looking beyond the immediate challenges to see the larger systems at play?
- And are we framing those systems in ways that resonate with the diverse audiences we work with—from technologists to business leaders?
A Personal Call to Action
For me, these reflections serve as a personal reminder that in 2025 we must stay curious, to keep listening, and to engage with the widest possible range of perspectives. It’s in these moments of observation—hearing a frontline worker describe a day-in-the-life or listening to a customer’s frustration—that the real work of architecture begins.
The challenges ahead can feel daunting, but they also feel essential. Perhaps the best starting point is to remain open—to ideas, to people, and to the evolving role of architecture itself.
