Gartner-2023年企业架构功能入门（英）-2023

GartnerResearchEnterprise

ArchitectureFunction

Primer

for

2023AlanaNolan,AndreiRazvanSachelarescu2February2023Enterprise

Architecture

Function

Primer

for

2023Published2February

2023-

ID

G00782500-

10min

readBy

Analyst(s):

Alana

Nolan,

Andrei

Razvan

SachelarescuInitiatives:

EnterpriseArchitectureFunctionDistributed,

decentralized

decision

makingis

the

new

normal.

In2023,

enterprisearchitectureleaders

must

reevaluate

and

redesigntheir

function’s

value

proposition,

activities,

management

andstaffingto

enablegrowth

and

resilience

in

a

project-

and

product-oriented

digital

enterprise.ScopeThis

initiative

covershowto

startor

renew

the

enterprise

architecture(EA)

function

bycraftinganEA

value

proposition,strategy

and

operating

model

that

supportsboth

growthand

resilience.Topicsin

this

initiative

include:■■■■■Build

or

Reinvent

the

EAFunction:

Define

the

vision,

charter,

operating

model

andstaffingof

the

enterprise

architecture

function.Attract,

Hire

and

Retain

EA

Talent:

Buildthe

EA

talent

strategy

and

a

highly

skilledtalent

bench

to

realize

businessoutcomes.Improve

andModernize

EA

skills:

Continuously

adapt

the

architecture

skills

andcompetency

model

to

deliver

businessvalue.Engage

Business

and

IT

Stakeholders:

Developrelationships

and

engagementmodelsthat

enable

stakeholdersto

make

smartdecisions.Articulate

the

Value

of

the

EAFunction:

Measure,demonstrate

and

communicatethe

value

proposition

of

EA

to

alltypesof

stakeholders.Gartner,Inc.|G00782500Page1of12ThisresearchnoteisrestrictedtothepersonaluseofSaraMaria.Santacroce@.Some

contentmay

not

be

available

as

part

of

your

currentGartner

subscription.

Contactan

account

executive

if

you

wish

to

discussexpandingyour

accessto

Gartner

content.Gartner,Inc.|G00782500Page2of12ThisresearchnoteisrestrictedtothepersonaluseofSaraMaria.Santacroce@.AnalysisFigure

1:

Enterprise

Architecture

FunctionOverviewNumerousforcesare

impactingEA.Organizations

continue

to

embrace

more

distributeddigitaldecision

making

and

product-oriented

operating

models:

Forty

percentof

boardshave

moved

more

funds

intobusinessfunctions

for

digitalinvestment.

1While

growthremainstop

of

mind

for

the

nexttwoyears,there

is

alsoevidence

of

disruptions,volatilityand

shortagesimpactingbusinesses.

2Talentshortagesare

pervasive.Additionally,digitalbusinessecosystemsas

well

as

environmental,social

and

governance

(ESG)

prioritiesarerising

in

importance

and

emphasis.Gartner,Inc.|G00782500Page3of12ThisresearchnoteisrestrictedtothepersonaluseofSaraMaria.Santacroce@.In

2023,

organizations

willbe

challengedto

drive

businessgrowth

while

simultaneouslyensuring

operational

resilience

—

or

what

we

refer

to

as

resilientgrowth

—

in

the

face

ofvolatility,uncertainty,complexity

and

ambiguity

(VUCA)

and

evolvingbusinessconditionsand

priorities.In

response,EA

leadersmust

revisithowEA

can

bestenable

businessoutcomes.Yet

EAfunctions

often

have

a

subpar

track

record

of

reprioritizing

in

response

to

changingbusinessconditions:

36%

of

EA/CTOfunctions

reevaluate

the

businessoutcomestheymust

addressonan

ad

hoc

basis.

3

This

is

insufficient:

EA

functions

must

become

moreflexible

and

responsive.To

enable

the

increasingly

distributed

digitalenterpriseto

achieve

evolvingpriorities:■■Reassessandrevise

the

EAfunction’svalue

propositionand

charter.

In

particular,EA

must

enable

distributed

productand

fusion

teamsto

efficiently

makearchitecturally

sounddecisions.EA

must

alsoorchestrate

shared

resources

to

enablenimble

and

resilientbusinessand

technology

change.Recalibrate

EA’s

stakeholder

services,

practices

andoperatingmodel,

revisitpriority

EA

skills

andcompetencies,

and

develop

creative

EAresource

managementstrategies.

More

flexible

EA

service

and

operating

modelsare

needed.

This

includesofferingEA

businessservices,usingmechanisms

like

resourcebenchesto

fulfilldemand,and

developing

better

ways

to

leverage

distributed

architecture

talent

pools.EA

leadersmust

alsorevisitpriority

architecture

skills

and

competencies

andestablish

ways

to

upskill

and

cross-skill

their

existing

team

as

needed.In

2023,

our

insights,toolsand

guidance

willhelp

you

reset

and

mature

your

EA

function’svalue

proposition,activities,services,operating

modeland

skill

sets

to

better

meettheneedsof

the

increasingly

distributed,product-oriented

enterprise.

In

turn,the

EA

functionwillbe

betterpositioned

to

continuously

shape

digitalbusinessstrategy

and

guide

digitalbusinesschange

that

enablesgrowth

and

resilience.TopicsDesign

the

EA

function

to

enable

sustainable

businessgrowth

while

ensuring

resilience

intoday’sVUCAworld.This

requiresrepositioning

the

EA

function’s

strategy,operatingmodel,services,talent

and

stakeholder

relationshipsto

enable

responsive

digitalbusinessstrategy

that

closesthe

strategy-to-execution

gapacrossdistributed

stakeholdersandfusion

teams.It

alsorequiresdelivering

architectural

guardrails

to

mitigate

criticalbusinessand

operational

risks.Gartner,Inc.|G00782500Page4of12ThisresearchnoteisrestrictedtothepersonaluseofSaraMaria.Santacroce@.Our

research

in

this

area

addressesthe

followingtopics:Build

or

Reinvent

the

EA

FunctionBuildinga

world-classEA

function

requiresproactively

readjusting

EA’s

value

proposition,charter,

operating

model

and

staffing

to

supportcurrentbusinessprioritiesand

enabledistributed,product-oriented

digitalbusiness.Given

increasing

demandfrom

distributedstakeholdersand

EA

resource

constraints,rigorously

reprioritizing

EA

effort,and

a

flexibleEA

resourcing

model,are

essential.Questions

Your

Peers

Are

Asking■■■How

shouldI

define

(or

recharter)

the

value

proposition

of

the

EA

function

to

betterenable

distributed

decision

making?What

EA

operating

modelsare

bestsuited

to

enable

distributed,product-orienteddigitalbusiness?How

is

EA

evolvingin

distributed,product-oriented

digitalbusinesses,and

where

arebusinessarchitects,productand

solution

architectsand

platformarchitectspositioned

within

this

model?Recommended

ContentSome

recommended

content

may

not

be

available

as

part

of

your

current

Gartner

subscription.■■■Presentation:The

NewEA

Operating

Modelfor

DigitalEnterprise

Architecture

Activity

Guidebook5

Steps

toCreate

a

Flexible

TeamStructure

That

Enables

Enterprise

ArchitectureValue

DeliveryEnterprise

Architecture

Adaptedfor

Product

Lines

(The

Hanover)■Gartner,Inc.|G00782500Page5of12ThisresearchnoteisrestrictedtothepersonaluseofSaraMaria.Santacroce@.Planned

Research■■Five

EA

practice

management

steps

that

professionalize

the

delivery

of

EA

servicesCase

studieson

resetting

EA’s

operating

model

to

betterenable

distributed

decisionmaking■■■Toolkiton

howto

build

anEA

charter

for

democratized

digitalbusinessUpdatesto

the

Enterprise

Architecture

Activity

GuidebookUpdatesto

IT

Score

for

Enterprise

Architecture

and

Technology

InnovationAttract,

Hireand

Retain

EA

TalentReevaluate

the

architecture

roles

needed

to

enable

digitalbusiness.Businessarchitectsmust

shape

and

guide

strategy

and

planning.

Productand

solutions

architectsmust

guidedistributed

teams.Platformarchitectsmust

define

digitalfoundations

to

better

guide

andorchestrate

distributed

solutions

design

for

future,unknown

businessgoals.

Additionally,architecture

practitionerswithout

formalarchitecture

titles—

includingdevelopersandbusinesstechnologists—

must

alsoincreasingly

be

equipped

to

perform

architecturalwork.Questions

Your

Peers

Are

Asking■What

is

the

right

mixof

roles,

responsibilitiesand

careerpaths

available

for

aneffective

enterprise

architecture

function?■■How

can

we

attract,hire,upskill

and

retain

EA

talent?How

can

we

betterleverage

and

enable

architecture

talent

distributed

acrossandbeyondthe

enterprise?■■What

are

the

typicalroles

and

responsibilitiesof

chief

enterprise

architects,and

howare

they

evolving?What

are

the

typicalroles

and

responsibilitiesof

businessarchitects,productandsolution

architects,and

platformarchitects,and

howare

they

evolving?Recommended

ContentSome

recommended

content

may

not

be

available

as

part

of

your

current

Gartner

subscription.■Tool:

Chief

Enterprise

Architect

JobDescriptionGartner,Inc.|G00782500Page6of12ThisresearchnoteisrestrictedtothepersonaluseofSaraMaria.Santacroce@.■■■■Tool:

Business

Architect

JobDescriptionTool:SolutionsArchitectJobDescriptionTool:TechnicalArchitectJobDescriptionHowEACanHelpRealizetheValueofBusiness-LedArchitecturePlanned

Research■■■■■FoundationalEA

function

roles

and

responsibilitiesThe

relationship

between

different

architecture

rolesQuickAnswer:

howdowe

builda

minimum

viable

EA

team

internally?Tool:

productarchitectjobdescriptionTool:

platformarchitectjobdescriptionImprove

and

Modernize

EA

skillsArchitecture

skills

and

competencies

needed

to

deliver

value

are

evolving.

Modern

EAfunctions

must

be

equipped

to

enable

architecturally

soundand

resilientstrategy,planning

and

execution

decisionsby

distributed

teams.They

alsoneed

skills

toorchestrate

and

enable

shared

resources,

such

as

shared

applications,services

andcapabilities,to

foster

nimble

and

resilientchange

by

distributed

productand

fusionteams.Questions

Your

Peers

Are

Asking■■■What

is

the

right

mixof

skills,competencies

and

behaviors

of

aneffective

enterprisearchitecture

function?What

are

the

typicalskills,competencies

and

behaviors

of

chief

enterprise

architects,and

howare

they

evolving?What

are

the

typicalskills,competencies

and

behaviors

of

businessarchitects,productand

solution

architects,and

platformarchitects,and

howare

they

evolving?Recommended

ContentSome

recommended

content

may

not

be

available

as

part

of

your

current

Gartner

subscription.Gartner,Inc.|G00782500Page7of12ThisresearchnoteisrestrictedtothepersonaluseofSaraMaria.Santacroce@.■■■Tool:

Competency

Modelfor

Enterprise

Architecture

Talent

ManagementTool:ArchitectureTeamTalentDiagnosticArchitectureApprenticeshipProgram(Lilly)Planned

Research■■Top

behaviors

to

position

architectsto

workas

a

teamCase

studieson

emerging

EA

practicesand

capabilities

and

requisite

skill

sets■■Tool:

individualarchitecttalent

diagnosticUpdatesto

Tool:

Competency

Model

for

Enterprise

Architecture

TalentManagementEngage

Business

and

IT

StakeholdersTo

enable

businessoutcomesthrough

distributed

decision

makers,EA

must

buildrelationships

withand

among

key

stakeholders—

from

businessand

IT

leaderstodistributed

technologistsand

delivery

partners.In

short,EA

must

communicate

withandpersuade

diverse

audiencesand

enable

effective

architectural

collaboration.

Additionally,effective

EA

functions

increasingly

engage

by

offeringbusinessservices

to

addressvariedand

evolvingstakeholder

prioritiesand

demand.Questions

Your

Peers

Are

Asking■■■What

stakeholder

relationships

are

needed

for

aneffective

enterprise

architecturefunction?What

engagementmethodsdoeffective

enterprise

architecture

functions

use

toguide

and

enable

distributed

stakeholders?What

stakeholder

relationships

and

engagementmethodsdobusinessarchitects,productand

solution

architects,and

platformarchitectsneed

to

engage

businessand

IT

stakeholders?Recommended

ContentSome

recommended

content

may

not

be

available

as

part

of

your

current

Gartner

subscription.■3TopPractices

for

Enterprise

Architects

toEngage

Business

ExecutivesGartner,Inc.|G00782500Page8of12ThisresearchnoteisrestrictedtothepersonaluseofSaraMaria.Santacroce@.■■■3Steps

toCreatingEnterprise

Architecture

ServicesOfferingEAasaService(Ernst&Young)IgnitionGuidetoBuildingArchitectureCommunitiesofPracticePlanned

Research■QuickAnswer:

howcan

organizations

succeed

with

enterprise

architecture

as

aservice

(EAaaS)?■Update

to

QuickAnswer:

How

Do

EA

Stakeholder

Relationships

Developas

MaturityIncreases?Articulate

the

Value

of

the

EA

FunctionTo

articulate

EA’s

value,

begin

with

identifying

EA’s

key

internal

stakeholder

personas—effectively,EA’s

internal

customers—

and

understandingthe

real-world

businessproblemsthey

are

tryingto

solve

and

outcomesthey

seek.

Build

and

marketa

set

of

EA

servicesthat

helps

stakeholdersdeliver

against

those

outcomes.In

turn,EA

can

develop

outcome-oriented

narratives,metrics

and

scorecards,

with

a

focus

on

tailoringcommunicationstothe

targetaudience’s

respective

priorities.Questions

Your

Peers

Are

Asking■■■How

can

I

measure

and

articulate

the

businessvalue

of

the

EA

function

for

mybusinessand

IT

stakeholders?How

can

I

develop

EA’s

brandingand

positioningto

bestcommunicate

EA’s

businessvalue?How

can

I

tailor

EA’s

communications

and

messaging

aroundEA’s

value

propositionfor

variedaudiences?Recommended

ContentSome

recommended

content

may

not

be

available

as

part

of

your

current

Gartner

subscription.■■■EA

Value

Stories:

ArticulatingEA’s

Performance

toStakeholdersCustomize

EA

Metrics

toCapture

andCommunicate

the

Value

of

EAHowtoCommunicate

EA’s

Value:

Start

With

a

Focus

on

the

Value

of

‘GoodArchitecture’Gartner,Inc.|G00782500Page9of12ThisresearchnoteisrestrictedtothepersonaluseofSaraMaria.Santacroce@.■■Ignition

Guide

toCreatinga

MarketingPlan

for

EnterpriseArchitectureIgnitionGuidetoCreatingaFunctionalHealthDashboardfortheHeadofEAPlanned

Research■Communicationsmanagement,messagecreationandmessagedeliverySuggested

First

Steps■■■■TheEnterpriseArchitectureLeader’s

First100DaysToolkit:EnterpriseArchitectureinaBox2.0ITScoreforEnterpriseArchitectureandTechnologyInnovationSurveyAnalysis:TopThreeEnterpriseArchitecturePrioritiesBasedonITScoreEssential

Reading■■■■LeadershipVisionfor2023:EnterpriseArchitecturePredicts2023:EnterpriseArchitectureChartsNewPathforPostdigitalEraDigitalBusinessStrategyandPlansPrimerfor2023DigitalBusinessChangeInitiativesPrimerfor2023Evidence1

2022Gartner

View

Fromthe

Boardof

Directors

Survey:

This

survey

was

conducted

tounderstandhowboards

of

directors(BoDs)

willaddressthe

risk

from

economic

andpolitical

volatility

and

a

multipolar

world,and

their

intentto

convertdigitalacceleration

todigitalmomentum.The

survey

alsohelps

understandthe

impact

of

the

key

societalissuesthat

tookcenter-stage

duringthe

COVID-19

pandemic

on

BoDs’

strategy

andinvestmentapproaches.The

survey

was

conducted

online

from

May

through

June

2021among273respondentsfrom

the

U.S.,Europe

and

Asia/Pacific.

Companies

werescreened

to

be

midsize,large

or

globalenterprises.Respondentswere

required

to

be

aboarddirector

or

a

member

of

a

corporate

BoD.If

respondentsserved

on

multiple

boards,they

answered

for

the

largestcompany,defined

by

itsannualrevenue,for

which

they

werea

boardmember.Gartner,Inc.|G00782500Page10of12ThisresearchnoteisrestrictedtothepersonaluseofSaraMaria.Santacroce@.2

2022Gartner

CEO

andSenior

BusinessExecutive

Survey:

This

survey

was

conductedto

examine

CEOand

senior

businessexecutive

views

on

currentbusinessissues,as

wellas

some

areasof

technology

agenda

impact.

The

survey

was

conducted

from

July

2021through

December

2021,with

questionsabout

the

period

from

2021through

2023.

One-quarter

of

the

survey

sample

was

collected

in

July

and

August2021,and

three-quarterswas

collected

in

October

through

December

2021.

In

total,410actively

employedCEOsand

other

senior

executive

businessleadersqualifiedand

participated.The

research

wascollected

via

382online

surveys

and

28telephone

interviews.The

sample

mixby

role

wasCEOs(n

=

253);

CFOs(n

=

88);

COOsor

other

C-level

executives(n

=

19);

and

chairs,presidentsor

boarddirectors

(n

=

50).

The

sample

mixby

location

was

North

America

(n

=176),

Europe

(n

=

97),

Asia/Pacific

(n

=

86),

Latin

America

(n

=

40),

the

Middle

East

(n

=

4)and

SouthAfrica

(n

=

7).

The

sample

mixby

size

was

$50million

to

less

than

$250million

(n

=

58),

$250million

to

less

than

$1billion

(n

=

81),

$1billion

to

less

than

$10billion

(n

=

212)

and

$10billion

or

more

(n

=

59).3

2021Gartner

ClarifyingJobs

to

Be

Done

for

EA&TI

Leaders

Survey:

This

survey

wasconducted

online

from

22September

through

10October

2021to

getclear

insights

intowhat

jobs

are

to

be

done

for

the

roles

in

EA

and

TI.

In

total,60leaderswho

were

membersof

Gartner’s

Research

Circle,

a

Gartner-managed

panel,participated.Membersfrom

NorthAmerica

(n

=

27),

EMEA

(n

=

23),

Asia/Pacific

(n

=

6)

and

Latin

America

(n

=

4)

respondedto

the

survey.Disclaimer:

Resultsof

these

surveysdo

not

representglobal

findings

or

the

marketas

awhole,

but

reflect

the

sentimentsof

the

respondentsand

companiessurveyed.Related

PrioritiesInitiative

NameDescriptionDigital

Business

Change

InitiativesThisinitiative

covers

enterprisearchitecture(EA)

practices

anddeliverablesthat

guidethe

implementation

of

digital

businesschange

throughdigital

platforms

andfoundations.Digital

Business

Strategy

and

PlansThisinitiative

covers

enterprisearchitecture(EA)

practicesthat

helporganizationsdrivetargetedbusiness

outcomes

by

shapingdigital

strategiesthat

realize

and

optimizebusiness

capabilities.Gartner,Inc.|G00782500Page11of12ThisresearchnoteisrestrictedtothepersonaluseofSaraMaria.Santacroce@.©

2023

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Inc.

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of

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"Guiding

Principles

on

Independence

and

Objectivity."Gartner,Inc.|G00782500Page12of12ThisresearchnoteisrestrictedtothepersonaluseofSaraMaria.Santacroce@.RelatedPrioritiesInitiativeNameDescriptionDigital

Business

Change

InitiativesThisinitiative

covers

enterprise

architecture

(EA)

practices

anddeliverables

thatguidetheimplementation

of

digitalbusin