Enterprise Architecture is supposed to be a game-changer.
The glue between strategy, technology, and execution.
Yet, in far too many organisations, it’s either misunderstood, ignored, or trapped in a vicious cycle of PowerPoint-driven irrelevance.
Let’s be real. When EA fails, it’s UGLY.
The business sees it as bureaucratic noise, IT sees it as a roadblock, and leadership wonders why they’re spending money on an ‘advisory’ function that doesn’t seem to deliver.
Sound familiar? Yeh, me too.
So, how do you know when EA is headed for disaster?
More importantly . . how do you stop the downward spiral and turn it into an engine for real impact?
From conversations this past week alone, I have detailed the BIGGEST red flags . . and how to fix them before it’s too late.
Red Flag #1: EA exists in a vacuum
The Problem:
Enterprise Architects love to talk about alignment, but if you’re only aligning with yourself, what’s the point? When EA functions as a detached advisory team (handing down frameworks and governance models from an ivory tower) nobody listens. And why should they?
How to Fix It:
Get into the trenches
- If your architects aren’t embedded in product teams, IT delivery, and strategic planning, you are irrelevant.
Own the conversation
- If the CIO or CEO sees EA as a nice-to-have instead of a must-have, it’s on youto change the narrative.
Make EA a value driver, not a compliance enforcer
- Architects should be PARTNERS in execution, not gatekeepers of best practices.
Red Flag #2: No one can explain what EA actually does
The Problem:
If you asked 10 people in your organisation what Enterprise Architecture is responsible for, would they all say the same thing? Or would you get a mix of:
“They do governance and documentation.”
“They make us go through a review board.”
“They handle IT strategy . . I think?”
If your function can’t clearly articulate the value it brings, don’t expect others to see it.
How to Fix It:
Shred the business-end goal into everything you do
- Every initiative EA touches must link directly to business outcomes. No more talking in TOGAF abstracts. Speak the language of growth, efficiency, resilience, and revenue.
Tell better stories
- If your value is buried in 100-slide presentations, you’ve already lost. Show real-world impact; cost savings, tech simplification, faster delivery.
Stop expecting people to come to EA
- Bring EA to them.
If you’re not showing up in leadership meetings, strategy discussions, and product planning, you’re just an observer.
Red Flag #3: EA gets ignored until it’s too late
The Problem:
The business moves forward, IT makes decisions, platforms evolve . . and EA is left reacting.
You’re in a meeting reviewing an architecture decision after it’s already been implemented. You get brought in at the last minute to clean up technical debt or untangle yet another Frankenstein IT ecosystem.
At this point, EA isn’t enabling success - it’s a post-mortem function.
How to Fix It:
Proactively own the roadmap
- EA shouldn’t be waiting for an invite. You should be driving the strategic conversations.
If you’re not involved in early-stage decision-making, fight to be.
Bridge the gap between strategy and execution
- If the teams delivering technology see EA as distant from their reality, that’s on you. Be hands-on.
Stop being the "architecture police"
- Instead of just reviewing and rejecting decisions, become an enabler that help steams navigate complexity before it derails them.
Red Flag #4: EA is seen as a cost, not a COMPETITIVE ADVANTAGE
The Problem:
If leadership only sees EA as an operational cost, your function is in trouble.
When budgets get tight, guess who’s first on the chopping block?
The best EA functions aren’t just about compliance and standardisation. They unlock speed, efficiency, and long-term resilience. If that’s not being recognised, you’re in dangerous territory.
How to Fix It:
Link EA to business KPIs
- If you can’t show how EA influences speed to market, customer experience, cost efficiency, or risk reduction, you’re not making a strong enough case.
Turn architecture into a strategic advantage
- The best architectures aren’t only technically sound - they drive business agility.
Own the success stories
- Make sure leadership knows when EA prevents a million-dollar failure, accelerates a transformation, or enables a game-changing innovation.
Turning EA around – IT’S NOT TOO LATE!
Here’s the truth. EA is only as valuable as its influence.
If you’re constantly fighting for relevance, getting side lined, or stuck in governance mode, you need to change the game.
Be bold
- Stop waiting for an invitation to the table.
Be practical
- If EA doesn’t deliver real outcomes, it’s just overhead.
Be a connector
- If EA isn’t bridging the gap between business, IT, and execution, then what’s the point?
Enterprise Architecture should be one of the most powerful strategic functions in any organisation.
. . But are you making it one?
