Why the Enterprise Architecture Team Shouldn’t Report Directly to IT—and Where It Truly Belongs

Paulo Falcão

Enterprise Architect @ SIBS ROMANIA

November 22, 2024

One of the most debated questions in organizational design is where the Enterprise Architecture (EA) team should sit. Many companies instinctively place it under IT leadership, but this alignment can create limitations that hinder the broader goals of EA. Let's unpack why the EA team should avoid being under IT’s direct coordination, where it fits best, and how Fractional Enterprise Architects bring additional benefits.

Why Not Under IT?

1. Overemphasis on Technology, Not Strategy When EA reports to IT, the focus often shifts disproportionately toward technology rather than aligning technology with business objectives. This approach risks neglecting EA's core mission: bridging the gap between strategy and execution.

2. Conflict of Interests IT departments typically prioritize operational needs and delivery timelines. This short-term focus can clash with EA's broader mandate of creating sustainable, long-term architectural strategies.

3. Reduced Business Influence Sitting under IT often minimizes EA's visibility and influence within other business units, limiting its ability to shape cross-functional strategies effectively.

4. Risk of Becoming "Order Takers" An EA team under IT leadership can sometimes be relegated to a support role, responding to technical needs rather than proactively driving organizational transformation.

Where Should EA Sit?

The EA team thrives when positioned closer to business strategy rather than technology execution. Ideally, EA should report to:

• The CEO or COO: This ensures the team is directly aligned with overarching business objectives and has the authority to influence enterprise-wide decisions.

• The Strategy or Transformation Office: Aligning with these teams enables EA to act as a bridge between business strategy and operational execution, embedding architecture into transformation initiatives.

• A Cross-functional Governance Board: This option empowers EA to maintain neutrality, driving decisions across IT, business, and operations without being tethered to one silo.

Benefits of a Fractional Enterprise Architect

For many organizations, hiring a full-time EA team is not feasible—or necessary. Enter the Fractional Enterprise Architect, a flexible, cost-effective solution offering high-value expertise without the overhead of a permanent team.

1. Unbiased Perspective: As external advisors, fractional EAs bring a fresh, independent viewpoint free from internal politics or biases.

2. Scalability: Their involvement can be adjusted based on the organization's current needs, from major transformation projects to periodic strategic reviews.

3. Accelerated Value: With years of experience across industries, fractional EAs can quickly identify inefficiencies, design solutions, and drive immediate impact.

4. Cost-effectiveness: Fractional roles provide expertise without the long-term financial commitment of a full-time hire.

5. Strategic Alignment: They help organizations structure EA teams appropriately and define the right positioning within the company.

Conclusion

Placing the EA team under IT might seem logical at first glance, but it limits the team's strategic potential. By positioning EA closer to the business's core leadership, organizations can unlock its true value—aligning technology and strategy to deliver enterprise-wide transformation.

And if you’re not ready to commit to a permanent EA team? A Fractional Enterprise Architect could be the key to designing scalable, adaptable architectures that drive your business forward, without the overhead.

About the Author

With over two decades of experience in the payments industry and a decade leading enterprise architecture teams across diverse sectors, I’ve navigated the intersection of business strategy and technology execution firsthand. Currently, I help global organizations align their technology roadmaps with their business goals, bringing in a fresh perspective on maximizing the value of enterprise architecture.