By comparison, just 24 percent of respondents from other companies said they interact most with C-suite executives and strategy departments. When we asked survey respondents about their involvement with various stakeholder groups, 60 percent of those at digital leaders named C-suite executives and strategy departments as the stakeholders they interact with most. Engage top executives in key decisionsĪ number of EA teams we know have helped accelerate their companies’ digital transformations by participating in discussions of business strategy, which deal increasingly with technology. Below, we take a closer look at these best practices and their benefits. And they attract talent primarily by offering people appealing assignments, ample training opportunities, and well-structured career paths. They track their accomplishments in terms of how many business capabilities are deployed, while implementing more services. These teams engage senior executives and boards and spend extra time on long-term planning. Survey respondents who described their companies as “digital leaders” indicated that their EA teams adhere to several best practices (see sidebar, “About the survey”). But not all EA teams carry out their responsibilities in the same manner.

These responsibilities fall within the typical enterprise-architecture (EA) team’s remit, which is to manage the way that all of the company’s IT systems work together to enable business processes. A new survey by McKinsey and Henley Business School highlights the need for enterprise architects to facilitate digital transformations by managing technological complexity and setting a course for the development of their companies’ IT landscape.

Enterprise architecture companies