Increased digitalization presents significant benefits and challenges which impact how Enterprise Architecture Management can perform its role of strategic business and IT alignment. This finding from the literature is consistent with the results of a seven-year survey led by the authors under the auspices of McKinsey and Henley Business School. The survey of circa 300 participants researched the performance of Enterprise Architecture (EA) and highlighted the practices of digital leaders. A key finding was that digital leaders have the professional skills to develop architectural designs, the business acumen to link capabilities with value, and the skills to influence a wide range of stakeholders.

A resulting conclusion was the need for EA to extend its contribution from creating blueprint designs and managing the components of architecture to one that delivers business and digital transformation. This broader role requires greater interpersonal skills to manage diverse stakeholders and the capability to translate a strategy into an implemented target operating model. Yet the EA survey demonstrated that education was often not prioritized in these areas.

To address the skills issue, the authors have used a design science research (DSR) approach to create three related artifacts. The first is a capability model defining 40 capabilities enabling the transition of EA from its traditional architecture role to its extended transformation role. These capabilities are assessed though a new survey instrument which also captures data on work and career performance to evaluate linkages. Finally, guides have been developed to provide practical advice on how to enhance the capabilities.

The DSR process started with the initial identification of the problem through a literature review and the prior research. This led to solution objectives to scope and provide the capability deliverables. The artifacts have been designed, and the DSR demonstration stage is initially informed by a pilot survey. Following this is an evaluation stage with expert reviewers which leads to both scholarly and practitioner publications. The results feed into the contents of a postgraduate master’s level module on Managing Strategic Alignment of Business & IT.

The intended outcomes of this research are to enhance the capability, credibility and contribution of Enterprise Architects. It includes assessing the potential impact of Artificial Intelligence. There are professional bodies such as the Association of Enterprise Architects who share these aims and are actively involved in the process. This sponsorship was a key success factor for the original longitudinal survey led by the authors. Best practices will be carried forward to this new research in developing conceptual and actionable artifacts.

Keywords: Postgraduate Education, Capabilities, Skills, Enterprise Architecture.