Enterprise architecture (EA) plays a critical role in business success. It acts as a blueprint, aligning an organization’s technology infrastructure, processes, and information with its overall strategy. 

Given its unique role within the organization, EA is a field that is significantly and continuously affected by changing technological trends and tools as well as evolving business strategies informed by market changes.

i. Emerging Technologies and Trends 

Rapid advancements in technology, such as cloud computing, artificial intelligence, IoT, and blockchain significantly impact enterprise architecture. New technologies create opportunities for innovation and efficiency but also introduce complexities that architects must navigate. Keeping abreast of emerging trends and understanding their implications is crucial for shaping the trajectory of enterprise architecture.

Increased adoption of cloud computing and cloud-native architecture has presented a need for proficiency and competency of architects in cloud tech and integrating/managing multi-cloud environments. Furthermore, data analytics and AI-powered tools have driven focus to building architecture that can ensure scalability, security, and the ability to handle the complexities of advanced analytics.

Additionally, increased IoT integration and edge computing have led to the need for endpoint data processing and analytics to enable real-time decision-making and enhanced user experiences – all of which fall under the purview of enterprise architects.

ii. Changing Business Strategy and Objectives 

Enterprise architecture exists to align IT capabilities with business goals. Changes in business strategy, market dynamics, and customer expectations directly influence the direction and priorities of enterprise architecture initiatives. Architects must closely collaborate with business leaders to ensure that architecture decisions support the organization’s strategic objectives and provide a competitive advantage.

Mature EAs must reflect strategic realignment toward optimizing existing resources and focusing on key skills development within an organization.

With that in mind, there is an ongoing debate of whether EA should continue to reside within IT or become a standalone function, to better bridge the persistent gap between IT and business. But it may not be that simple.

The future of enterprise architecture is not a binary choice between IT or business ownership.

ENTERPRISE ARCHITECTURE AS PART OF IT 

Historically, EA has been championed by IT, focusing on designing and maintaining the technological infrastructure that powers an organization. This makes perfect sense as IT possesses a deep understanding of technical capabilities and limitations, enabling architects to come up with actionable IT roadmaps. The existing technical expertise within an IT department allows for EA initiatives to easily align IT infrastructure and operations.

Having enterprise architects function as part of the IT department also streamlines communication between EAs and the rest of the IT department, which is critical to seamlessly designing and implementing EA initiatives.

This aligns with the 2023 State of the CIO report which found that 71% of IT professionals expect their functions to be more immersed in business strategy over the next three years. This is attributed to the fact that technology has become the core aspect of modern businesses, thus expanding the portfolio of IT leaders to include driving business innovation, refining business strategy, and coming up with new opportunities to build a competitive edge.

However, a recent study by Gartner found that while 80% of CEOs are increasing digital technology investments, CIOs still struggle to deliver the digital dividends that meet expectations. Here, a strong EA practice plays a vital role but its position under IT might be more of a hindrance.

The IT-centric focus – which is inevitable with EA being parked under the IT department – tends to neglect the broader business context. The distance from business functions can limit EA professional’s understanding of business strategy and user needs. This separation also poses a risk of siloed decision-making regarding EA initiatives and hinders cross-organization collaboration that is key to developing mature EA functions.

STANDALONE ENTERPRISE ARCHITECTURE OFFICE 

The digital age has blurred the lines between IT and business. With the rise of disruptive technologies like cloud computing, artificial intelligence (AI), and the Internet of Things (IoT), businesses are fundamentally rethinking their processes and operating models. These new technologies are no longer just IT tools; they are strategic assets that can transform entire industries.

In this environment, a purely IT-centric view of EA becomes insufficient. Businesses require a more holistic approach that considers the impact of technology on customer experience, operational efficiency, and overall business strategy. This necessitates a shift towards a more independent EA office where enterprise architects collaborate closely with business leaders to understand their needs and translate them into actionable technology roadmaps.

A dedicated EA office can better fulfill its role as a bridge, fostering communication and collaboration between IT and business units. With an EA office establishing a clear link between technology and business goals, enterprise architects ensure that IT initiatives are not isolated projects but strategic investments that propel the organization forward.

However, this approach presents its challenges. Establishing clear reporting lines and avoiding power struggles between IT and the EA office is crucial.  It’s possible for the standalone EA office to stay under the jurisdiction of the CIO at the C-suite level, though separated from the larger IT department. Additionally, the EA team needs both technical expertise and strong business acumen, necessitating training for EA professionals who lack these requisite skills. Lastly, securing sufficient resources and budget for this new function requires careful planning.

BEYOND EA: SKILLS AND RESPONSIBILITIES 

Gartner emphasizes the shift of CIOs from being purely IT-focused to becoming a strategic business partner in the Becoming Composable trend insight, highlighting the need for composability: “Incorporating composability into digital business enables the enterprise or public agency to change and grow despite persistent uncertainty.” Incorporating composability requires a deep understanding of both business needs and IT capabilities, a sweet spot that enterprise architects can uniquely fill to support a CIO.

Regardless of where EA sits within an organization, future-proofing the function is essential. An EA team must be equipped with strong business acumen to understand the current and future needs and challenges of every department within the organization beyond simple IT metrics. This will be further supported by excellent communication and collaboration skills so that the EA team can continue to act as a bridge between IT and business stakeholders. In other words, EA teams are no longer specialists but are becoming generalists.

Additionally, EA teams must be leading the charge to embrace emerging technologies such as artificial intelligence, cloud computing, low-code and no-code solutions, blockchain, and to foster EA maturity and seamless integration of new solutions that will provide competitive differentiation. After all, agility and adaptability are crucial in the face of rapid technological change.

ENTERPRISE ARCHITECTURE MANAGEMENT-AS-A-SERVICE (EAMaas) 

Amidst these transformative trends, a noteworthy aspect of the future of enterprise architecture is Enterprise Architecture Management as a Service (EAMaaS). Though not a novel concept, it is picking up steam due to increasingly complex tech architectures within organizations. The global enterprise architecture management software market size is projected to grow to USD12.25 billion by 2031.

EAMaas envisions enterprise architecture not merely as an internal function but as a service offered by specialized providers. EAMaaS provides flexibility to leverage expert guidance, tools, and resources on an as-needed basis, enabling organizations to navigate the complexities of architectural governance, design, and optimization more efficiently.

Moreover, EAMaaS facilitates seamless integration with existing IT ecosystems, providing organizations with access to cutting-edge technologies and best practices without the overhead of maintaining an in-house enterprise architecture team. By outsourcing enterprise architecture management to specialized service providers, organizations can streamline operations, reduce costs, and accelerate digital transformation initiatives.

The future of enterprise architecture is not a binary choice between IT or business ownership. Rather, it’s about establishing a dedicated function that fosters collaboration and ensures technology remains a strategic driver of business success. As technology continues to reshape the business landscape, a robust and future-proofed enterprise architecture practice will be critical for organizations to navigate the path toward sustainable growth and competitive advantage.

Broadly speaking, the future of EA will be about balancing the management and reduction of technical debt and risk, in addition to adopting new capabilities and technologies that will deliver value to an organization’s mission.

Ultimately, EA teams are tasked with gaining a deep understanding of an organization’s missions, its customers’ needs and expectations and emerging technologies to generate deep insights that will drive transformation and business strategy.