5 Ways to Encourage Business Transformation in Enterprise Architecture

Adoption. Seen as an immovable object and an obstacle we frequently encounter in the workplace. We try and consistently fail to change the attitudes of our peers – opposing mindsets are now a common feature when implementing business transformation. It has long been the mission of EA practitioners to get the right people motivated in adopting a fully functional EA strategy.

We’ve delved into the perspectives of the Enterprise Architecture industry and uncovered precisely this fact: EA practitioners just don’t get the support of the CIO or executive management. Getting the ‘buy-in’ from stakeholders has become the main hindrance when asserting implementation (see fig.1).

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The common costing and expense issues come second to adoption and commitment issues from executive management and there’s also a deterrent when actually ‘getting started’ with executing an effective EA strategy.

So what can we do to combat this? How can the industry prevent EA practitioners from feeling stifled and isolated? We’ve created this 5 step plan, in an attempt to solve the issues that Enterprise Architects have in the work place.

1. Communicate a convincing reason for change

Frequently, your peers will explain why they can’t continue performing an action in the way they’re accustomed. If people already understand what the problem is and require a solution, most of your peers will consent to any kind of change. The first bridge has already been crossed. It is vital you explain the reason for change and the potential benefits of change in a language that resonates with your audience.

2. Cut to the chase and explain the relevance

Inform the CIO or executive management how they can help and what time/resources you require. Let the relevant stakeholders know precisely what phases you are taking to achieve your goal and know how these phases will satisfy the requirements that have been identified. Again, explain in a manner that suits those listening…

3. Make the result tangible

Explain how much better the working environment will be after the project has come to fruition. Make it vibrant and clarify how it appears, feels, improves the issue and the impression it leaves on the business both internally and externally. Try to be spirited and passionate when you’re explaining and give the decision maker undisputable facts and figures.

4. Expect resistance and be willing to adapt and revise

You need to prepare yourself for inevitable conflict. Your peers will have an agenda that may be hindering you so it’s important to tailor the project so as to satisfy their needs – mould it around your peers. At this stage its common practice to lose sight of what you’re trying to achieve so always stay on track and don’t be too heavily influenced. Get the feedback from all the relevant sources and be prepared to make necessary changes to keep people contented.

5. Build a coalition

Strength in numbers! Once your peers are on your side you need to make sure they’re involved in the change. It’s essential you get them involved in creating new ideas and solutions, after all – these are the people that the change will directly affect.

*Research and data supplied by Corso using an online poll.

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