Help provide support, defend decisions, and sometimes reduce costs

Allying with procurement to ensure alignment with IT strategy

Business executives act as de facto 'business architects'

True Enterprise Architecture is much more collaborative

Seen as the sole decision-maker, which can make the Chief Architect a scapegoat

This perception can sometimes be reality but is not what true Enterprise Architecture should be

Often seen as drawing diagrams and giving speeches, disconnected from implementation

Effective decisions focus on areas where tangible outcomes can be achieved

Meaningful decisions are driven by principles and involve trade-offs

Ensure models serve a purpose (answer questions, facilitate decisions)

Use models to manage complexity and make decisions

Integrate different systems and functions

Align IT and business strategies

Architecture Review Boards:

Governance Example:

Sell benefits of architecture in terms business leaders understand (e.g., hardware utilization for cost-driven views)

Align message to the business view of IT (cost, asset, enabler)

Enabler of New Opportunities: Drives innovation and new business models; often involves a Chief Digital Officer (CDO)

Asset: Invest to return value; involves some reporting to CFO or COO

Cost Center: Minimize costs; susceptible to outsourcing

Difference in roles between IT architects and business executives

IT is often cost-driven; seen as a necessary expense to automate manual processes

Ensure that systems architecture aligns with business needs

Act as a connector and translator between IT and business functions

Align IT and business strategies

Decision Making:

Ivory Tower Perception:

Recommended Reading: "37 Things One Architect Knows About IT Transformation"

Diverse career perspectives enrich the practice of Enterprise Architecture

Importance of maintaining focus amidst complexity

Effective Enterprise Architecture isn’t black magic but requires discipline

Decisions:

Abstractions:

Connections:

Importance of human elements in successful implementation

Investing in mentoring, coaching, and skill development

Real-world feedback helps recalibrate strategies

Integration of Enterprise Architects across technical layers

Continuous feedback is crucial

Practical Examples

Example: Insurance business with diverse and duplicated IT systems

Transparency is crucial for creating a realistic roadmap to the target state

Importance of mapping current state of IT systems

Align IT strategy to business operating models (standardization vs. integration)

Be wary of letting vendor roadmaps dictate the strategy

Avoid strategies that are broad and unclear (e.g., 'faster, better, cheaper')

Understand the business strategy

Impact on Architect's Role

Various Views on IT

Business and IT Alignment

True Role of Enterprise Architecture

Common Misconceptions

Initial uncertainty about the role of Enterprise Architecture

Reflecting on 5 years as Chief Architect at Allianz

Currently transitioning both geographically (Munich to Singapore) and professionally

Third appearance at Busy Hour event

Conclusion

Key Takeaways for Architects

Importance of People

Feedback and Adjustment

Governance and Implementation

Transparency and Reality Check

Formulating Strategies

Understanding Business Context

Challenges in Enterprise Architecture

Introduction

Lecture on Enterprise Architecture by Former Chief Architect at Allianz