The practice of enterprise architecture has been evolving to essentially enable greater flexibility for businesses within a continuously changing world. In my experience, some of the recent advancements that have brought positive change have meant the practice becoming;
• People experience-centric as opposed to organization-centric.
• Innovation, experimentation, and opportunity focused.
• Consultancy orientated, forming ‘trusted-adviser’ relationships with key ‘business’ stakeholders.
• Leaders of effective, rapid, and purposeful change whilst placing a key emphasis on adaptability.
• Practitioners of guidance over-centralized and formal governance.
• The body through which feasible options can be provided, and ultimately better decisions can be made.
So, how have these advancements been realized in practice? As we know, there is no ‘one size fits all’ approach, and each enterprise will adapt their practices to the significant architecture issues and opportunities that need to be addressed. However, some of the key approaches that I’ve been involved in are;
• Employing enterprise experience design by combining design thinking techniques with EA.
• Facilitating the need to break the scope of large scale transformations down into actionable and prioritized outcomes that can be mapped into transition horizons -


