Enterprise Architecture Value Model

The move from Level 3 to Level 4 is the most significant and most rewarding transition on the Architecture Value Ladder. It requires your architecture function to extend its accountability from the episodic context of at-risk initiative engagement — where presence and accountability are real but time-bounded — to the continuous operational context of horizontal platform ownership, where it is accountable every day for the performance and evolution of the solutions that every vertical portfolio depends on.

The Level 3 track record is the organizational argument for the Level 4 investment. An architecture function that has demonstrated the ability to take on delivery accountability and produce delivery outcomes in your highest-stakes programs has earned the organizational trust required to take on the ongoing accountability of platform ownership. As the IT leader, your role in the Level 4 transition is to authorize the organizational arrangements it requires: budget authority for platform investment, a headcount profile that includes software engineering capability, the mandate to take ownership of platforms that are currently ungoverned or owned by teams that are not well-positioned to govern them, and the organizational standing to be a required participant in the strategic discussions where the platforms your architecture function owns are agenda items.