Over the last several months we have seen a measurable increase in companies recruiting Enterprise Architects and Chief Enterprise Architects. It indicates that senior leadership understands and appeciates the distinction between enterprise architects and other architects, that they want what EA does, and that they can justify and attach expected value to having individuals in the EA role.
EA has always been a polarizing phenomenon and remains so today. The diversity of opinions on exactly what EA is and how to approach it continues. While there are many variations, two opposing and deeply entrenched camps dominate. Despite these differing perspectives, I have rarely found an organization that couldn’t do EA once they get past their biases. This article highlights the two camps, analyzes complicating issues and offers remedies, and provides suggestions on how most organizations should proceed.