When I learn that a company is transforming, I always ask if it has an established EA practice. Too often the answer is no. If companies don’t have one, it doesn’t take long before they wish they did. Even if it goes by some name other than EA, companies often end up embracing a few of EA’s core ideas. That’s a good thing. I prefer that a company finds its way to those concepts through necessity. Then there is a chance to help it mature.
Companies have been executing transformations forever, and there will be more in the future. “Digital” is one of today’s variants, but anything that requires broad, deep, systemic change can be considered a transformation. All transformations can be aided by, and I would say require, a coherent future vision, solid directional principles, foundational standards, and enterprise models used to create road maps that coordinate the transformation journey. Structures and processes that include an EA core team, defined roles, governance, and engagement models hold it all together.
Can a company execute a transformation without EA? Sure, but why do that when EA was conceived to coordinate change? Given that it will be used over and over again, the leverage and lasting benefits of investing in basic EA concepts and structures is high over time. Why not use your next transformation initiative as motivation to create a permanent EA practice?
In this issue of A&G, Dr. Steven Else offers a compelling article diving into these ideas in more detail. Be sure to check it out, and don’t miss the contributions from all of our authors.
Would you like to join in and share your ideas? Please contact us through our website. And as always, thanks for being an A&G reader!
