Executive Summary (This is a document excerpt)

CIOs intuitively understand the value of a well-architected environment but are less certain of how (or if) their enterprise architecture (EA) teams deliver that value. This disparity generates a great deal of discordance in EA efforts: Companies charter EA programs only to dissolve them a few years later — and then restart them again. In most cases, the architects themselves drive this cycle. In many EA teams, there is a substantial disconnect between creating architecture and creating value with architecture. Architects who understand how to apply the five EA value levers and the four value accelerators can greatly enhance their value delivery. But first they must accept the fact that building enterprise architecture is just a means to an end: creating strategic value for their organization.

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