What makes an effective EA?
Yara: It’s a blend of technical capability, strategic thinking, and interpersonal finesse. I believe the top three skills are:
- Communication Skills: The ability to translate complex technical concepts into clear, business-relevant language is absolutely necessary. EAs are bridge-builders between IT and business.
- Technical Adaptability: While deep expertise in one area isn’t always necessary, a broad understanding of the technical landscape is a must. This allows the EA to adapt quickly and see how different systems interact.
- Helicopter View & Empathy: Great EAs can zoom out to see the big picture while still connecting with individuals at all levels of the organization—from developers to executives.
Has the EA Role Shifted Away from Deep Technical Expertise?
Leander: The EA role has certainly evolved. While a strong technical foundation is still important, the focus today is broader. It’s about synthesizing information, aligning stakeholders, and guiding the organization forward—not writing code or configuring systems.
Yara: Staying up to date is crucial: reading, learning, listening, and following industry developments are part of the job.
What is the key to explaining architectural concepts to non-technical stakeholders?
Leander: Clear visualizations and simplified schemas that highlight roles and responsibilities without diving into technical jargon. Consistent language and terminology are also important to ensure mutual understanding. Furthermore, maintaining a common thread throughout conversations to keep everyone aligned.
Yara: Interpersonal qualities like adaptability, curiosity, and the ability to ask the right questions are what truly set top EAs apart. These skills foster collaboration and help uncover root issues that may otherwise go unnoticed.
How can you overcome resistance to architectural change?
Leander: It is important to communicate the “why” behind changes in the context of business goals. Ensuring all stakeholders understand the impact and value of the change and relying on strong change management practices and involving upper management in communicating the vision and necessity. The goal is to unite teams under a shared objective and show how change serves that mission.
What would be your advice for someone who wants to work as an Enterprise Architect?
Leander: A good path is to get hands-on experience. Work in the trenches—whether in IT or on the business side—and build your understanding from the ground up.
Yara: Curiosity is important. Being eager to learn and developing an ability to see across functions and departments is more valuable than any single technical skill.
Conclusion
The role of an Enterprise Architect is part strategist, part technologist, part communicator. It’s a complex, high-impact role that requires continuous growth, adaptability, and a clear vision for aligning technology with business value. Whether you’re aspiring to step into this role or looking to refine your capabilities, remember: success starts with a hunger to learn and the ability to connect the dots.
