Enterprise Architecture has a branding problem.
Say the term in the boardroom, and you’ll likely get a mix of blank stares, polite nods, or outright scepticism. Some see it as bureaucratic, slow-moving, or disconnected from real business impact . . and they’re not entirely wrong.
But here’s the thing. What EA is supposed to achieve (strategic alignment, operational efficiency, and future-proofing the business) is more critical than ever.
The challenge? Selling the benefits without calling it EA!
The problem with ‘EA’
For too long, Enterprise Architecture has been associated with complex frameworks, rigid governance, and endless documentation - rather than delivering value.
This has led to the following . .
Resistance from leadership who see it as a cost centre, not a value driver.
Frustration from delivery teams who feel it slows down progress.
Lack of real-world impact because it’s often positioned as an academic exercise rather than a business enabler.
So, what should we call it?
Instead of Enterprise Architecture, let’s focus on what it actually does . .
Business design & Strategy execution – Making sure technology and processes align with business goals.
Digital Transformation enablement – Ensuring companies don’t just buy technology but actually make it work for them.
Resilience & risk mitigation – Helping organisations anticipate change rather than react to it.
Data-driven decision making – Creating visibility across the enterprise for smarter, faster choices.
Reframing the conversation
If ‘Enterprise Architecture’ is a swear word, let’s ditch it.
Instead, let’s speak the language of business.
Don’t say: “We need an Enterprise Architecture function.”
Do say: “We need a strategic blueprint to scale, optimise, and future-proof our business.”
Don’t say: “Let’s build an EA framework.”
Do say: “Let’s simplify decision-making and remove roadblocks to execution.”
Don’t say: “We need EA to govern our technology landscape.”
Do say: “We need a structured way to make smart, sustainable technology investments.”
Final thoughts on EA Without the ‘EA’
The work of Enterprise Architecture is more essential than ever.
But to make an impact, we need to speak in outcomes, not frameworks.
We need to show, not tell. And most importantly, we need to meet the business where they are, not force them to conform to an outdated view of what EA should be.
So, don’t call it EA. Call it what it truly is . .
The engine of business success.
