\u00a0<\/span><\/h3>\nEnterprise architects, and EA in general, can help businesses avoid these operational delays and stalled decisions due to over-centralization. Regarding the recession, enterprise architects have immense value to business leaders in that they can help them move quickly through a queue of needs, all while allowing experimentation and protecting existing revenue.<\/span>\u00a0<\/span><\/p>\nNext-gen EA tools\u2014not to be confused with their authoritarian predecessors\u2014are designed for today’s digital businesses, permitting decentralized decision-making at scale and more efficient responses to challenges. By enabling a decentralized model, leaders democratize business structures across the enterprise and give themselves windows into the current state of their company, maps of where each product team is headed, and interactive, easily-digestible visualizations for stakeholders. By allowing for more dynamic decision-making processes, leaders are creating more adaptable, agile businesses that can weather the sudden changes that come with an economic downturn.<\/span>\u00a0<\/span><\/p>\nAs the popularity of the enterprise architect role increases, it becomes more apparent that centralized decision-making is a thing of the past. That modern EA is the best solution for businesses to leverage without sacrificing their margins. For EA, that means addressing how decision-making has changed in today’s industry and moving from an authoritarian force governing people and processes to a unifying, collaborative role that drives innovation and profit at a product level.<\/span><\/p>\nCentralized Decision-Making Has Disappeared, So Where Does Enterprise Architecture Go? \u00a0<\/strong><\/h3>\nThe key to effective decisions is understanding the decisions that can and can’t be distributed, which requires an investment in enterprise design. Empowering others across the organization with a clear scope, boundaries, and mandates can eliminate the noise for decision-makers, enabling them to focus on high-priority goals or longer-term issues.<\/span>\u00a0<\/span><\/p>\nThe need for cross-functional, distributed technology ownership is the perfect ecosystem for the enterprise architect to shine. Traditionally, EA has governed and exerted control over technology, but as it’s become decentralized across the business, information is influenced by EAs, making innovations more collaborative rather than authoritarian.<\/span>\u00a0<\/span><\/p>\nLeaders can leverage the enterprise architect in their change initiatives. By pooling data across departments, executives can support their assertions on which areas of the business would benefit most from a change in design. Using modeling, projects can be compared simultaneously to uncover which strategy will yield the most significant returns. EA-driven roadmaps can help leaders consider KPIs a year or ten years into the future of the business, made more solid by knowledge distilled directly from those closest to the respective tools and processes they use. <\/span><\/p>\nThe New Role of EA in the Digital Economy\u00a0<\/span><\/b>\u00a0<\/span><\/h3>\nNo matter how teams are organized, there is a fundamental need for business leaders to make informed decisions about what goes on within the areas in their control and those beyond it. <\/span>EA can understand the big picture by mapping end-to-end processes (even as the operations are being disrupted) and application integrations, organizing information assets, and coordinating change activity. Those skills uniquely position EA teams because no one across the business can take the people, processes, and technology and create a single system from those components. <\/span>\u00a0<\/span><\/p>\nThe democratization of technology across the business has brought challenges and responsibilities. While the traditional need for technology governance and planning is under duress, the internal market for data and insight about the enterprise is only growing. For the Enterprise Architecture team, this is a huge opportunity.<\/span><\/p>\n
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