What Is Enterprise Architecture—and Where Should It Stop?
EA becomes more useful when its meanings and boundaries are clear: what it describes, how architects support change, and what belongs to other disciplines.
Aggregated enterprise architecture wisdom
EA becomes more useful when its meanings and boundaries are clear: what it describes, how architects support change, and what belongs to other disciplines.
A practical EA health check before holidays: clarify open issues, decisions, ownership, escalation paths, descriptions, and the autumn pipeline.
Why enterprise architecture jargon becomes a problem, when it helps, and how architects can explain complex ideas so people can use them.
Who owns enterprise architecture? A practical look at why EA ownership matters across architecture work, deliverables, and real decisions.
How internal enterprise architects and EA consultants create value through different positions, access, continuity, and perspective.
A practical enterprise architecture question for early initiatives: reveal scope, dependencies, and impact before solution design moves too far.
How much enterprise architecture is enough? Learn how to match EA effort to complexity, risk, dependencies, and decision impact.
Why leadership rarely cares about TOGAF, EDGY, or other architecture frameworks—and cares much more about better decisions, coordination, and change execution.
Where enterprise architecture creates the most value: strategy execution, major change, coordination, long-term decisions, and complexity.
Why some enterprise architecture practices create activity without impact—and how to recognize when architecture work does not influence real decisions.
How enterprise architecture helps manage shadow IT and low-code solutions as local tools evolve into shared systems with structural impact.
Why the absence of enterprise architecture increases hidden costs. Understand structural patterns that make change more complex, slower, and harder to coordinate.