Although [[Enterprise Architecture as a Strategy]] can make sense, **strategy as an EA cannot work**. Business [[What is a Strategy|strategy]], even when done _well_ is not in and of itself sufficient for [[IT-Business Alignment]]. Set aside the fact that many [[Mission Statement]]-like [[Strategy Document]]s fail to be specific enough to be useful, those that are often don’t address the IT concerns necessary to make the mission a reality. This puts IT on the back foot, constantly playing catch up lagging behind the business. Moreover, in the rare cases where IT concerns _are_ incorporated into the strategy, they are too specific and too static. That’s bad [[Separation of Concerns]]. They constrain the [[IT Project Actors]] and fail to allow them the necessary ability to pivot to changing circumstances. If your strategy includes IT-facing concerns, is clear enough to [[Make the Decision that Informs all Subsequent Decisions]], and resilient enough to respond to change, we’ll then you’ve got an [[Enterprise Architecture]]. **** # More ## Source - [[The Practice of Enterprise Architecture]] ## Related