Are enterprise architects too often the 'heavies'?

Are enterprise architects too often the 'heavies'?

Summary: Some EAs apply carrots, others try to apply sticks. Which works best?


Sometimes, it seems EAs end up being the only ones trying to achieve some semblance of order from the spaghetti patchworks of systems that are today's enterprises. Some apply carrots, others try to apply sticks. Jack Vaughan over at SearchSOA just interviewed Leonard Fehskens, vice president and global profession lead at The Open Group, on the state of EA.

EAs often have to "walk a fine line" between that of facilitator and disciplinarian, and too often the latter, he says:

"When EAs get too wrapped up in policing... two things happen: They stop thinking about architecture, and they get disliked by people because they become perceived as people who are always telling everybody else what they can or can’t do."

The best approach to governance, Fehskens says, is to instill authority through competence and knowledge. "People don’t listen to an architect because they have to, but because they think it’s the right thing to do, it’s the sensible thing for them to do."

Topic: CXO

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  • EA gets very information dense very quickly

    Once you start to scratch below the surface of EA, it gets very complex, very quickly.

    This happens because EA sees many opportunities to 'standardise', which often results in a mountain of processes and paperwork, rather than order and simplicity (or 'elegance').