In the process of writing this blog around Enterprise Architecture from conversations with my network, I very quickly realised that the advice I was writing could in some elements be a direct diary to myself.
Anyone else get that sometimes?
All that glowing advice so easy to dish out, but a little hard to put in to practice?
Let me begin to salvage this realisation . . Bear with me on this one and place yourself firmly in these shoes.
Do they fit?
. . . .
Will Enterprise Architects ever stop being accused of living in ivory towers?
Talking in frameworks no one understands, and throwing around documents so dense they could double as doorstops.
Does this REALLY still happen? Or are EAs getting an unfair hard time? (I know it’s the latter).
We should all know by now that the difference between an EA function that actually drives impact versus one that just writes nice diagrams. . is knowledge sharing.
Information shouldn’t be hoarded, kept under lock and key, never to be seen by the wider team until someone quits and takes half the institutional memory with them.
Idealism vs. Reality. Let’s keep it real.
Enterprise Architects – You are fantastic at giving advice.
You love talking about best practices, collaboration, and how knowledge sharing is the secret sauce that will unlock your team’s full potential.
However. Even those who know what works don’t ‘always’ follow their own advice.
I’ll admit it . . I’m guilty of this myself.
As a business owner, I don’t always have the luxury of an open calendar, impromptu conversations, or a hyper-agile environment. Meetings need to mostly be booked in advance, documentation is essential for compliance and contingency, and sometimes the paper trail feels like the only safety net keeping everything together.
So, where does that leave us?
Does the idea of fluid, spontaneous knowledge sharing work in real-life architecture teams?
Or is it just another concept that looks good on paper but crashes into a wall of time constraints, priorities, and business realities?
The answer isn’t black and white . . it’s about balance. We’re all human.
BUT the answer will always be communication and working as a Team.
The Challenge - Finding time to share knowledge
- You’re juggling meetings, strategy, firefighting, and future-proofing the business.
- Your team is heads-down, delivering on sprint goals, navigating shifting priorities, and chasing deadlines.
- And in the middle of it all, knowledge sharing becomes a ‘nice-to-have’ instead of a ‘must-do.’
The solution isn’t to magically free up time (we all wish we could do that).
It’s about integrating knowledge sharing into your existing workflows without adding more noise or creating bottlenecks.
How to keep knowledge sharing real (without breaking your calendar)
1. Stop waiting for ‘The right time’
You don’t need a perfect, scheduled meeting to share insights. Embed knowledge sharing into existing processes.
- Add a quick “What’s one thing you learned this week?” segment to regular team meetings.
- Turn status updates into opportunities for sharing lessons learned (the good, the bad, and the ugly).
- Use instant messaging tools for bite-sized tips.
2. Prioritise communication, not just documentation
Yes, the paper trail matters for compliance and contingencies, but it doesn’t replace active communication.
Keep the documentation light but meaningful.
- Summarise key decisions in bullet points instead of writing full reports (where possible).
- Use voice notes or short videos for quick explanations - faster than typing, and more engaging.
- Store shared knowledge in places people actually visit (spoiler: it’s not always SharePoint).
3. Adapt to your Audience
What works for one team might be noise for another. The key is contextual communication:
- For technical teams, focus on architecture frameworks and decision rationales.
- For business stakeholders, translate technical jargon into business outcomes.
- For external partners, share actionable insights that align with mutual goals.
4. Align EVERYONE to the SAME end goal
The ultimate purpose of knowledge sharing isn’t just ticking a box.
It’s ensuring that everyone, internal or external, is working toward the same objective.
Ask yourself:
- Is every team aligned on the why behind what they’re building?
- Are partners fully aware of the business outcomes you’re driving toward?
- Are knowledge gaps being actively identified and addressed?
If the answer is ‘no’ to any of these, it’s not a sharing problem . . it’s a communication strategy problem.
It’s not about Perfection (yes I did just say that), it’s about Progress
No one gets knowledge sharing right 100% of the time. And that’s okay.
What matters is the intention behind it.
- Are you making space (even small ones) for shared learning?
- Are you encouraging open communication, even if it’s not always ‘agile’ or ‘perfect’?
- Are your teams and partners aligned toward the same outcomes?
The ‘ideal’ solution might not always be realistic, but adapting your approach to what actually works for your business? That’s where real leadership happens.
So, the next time someone shares EA best practices as the all-mighty oracle of good advice . .
It’s not about following the perfect process - it’s about making knowledge-sharing work in the real world.
And that’s a win worth sharing.
