Opening Thoughts: Enterprise Architect Search: Frustrating on Both Sides
An IT executive friend recently described her frustration with a search for an enterprise architect. She needs an enterprise architect equipped to lead an EA program in her aggressive and dynamic organization. She knows exactly what she wants - business acumen, knowledge of the breadth of enterprise architecture practices, strategic thinking ability, and top-notch management, communication and leadership skills. Her search, at least so far, has proven unsuccessful and frustrating.
While hiring is never an easy process, her search is complicated by the common recruiter practice of using resume keyword searches. “Architect” yields thousands of resume matches and very few, if any, are actually enterprise architects. “Architect” is today's instance of the “must-have” job description in every IT specialization from servers to application design to networks, muddying the waters. The frustration factor has been high as she and her hiring team struggle to filter candidates with the enterprise leadership skill set she needs.
She was optimistic when she began the search, particularly after attending several conferences where she heard from enterprise architects complaining that they didn't work in an organization where they could succeed. Why then, when she was prepared to provide that climate is she having such a problem locating the right person? Bad luck, timing, and geographical considerations all contribute, but it is equally likely that enterprise architects in the market do not accurately describe their core skills in a way that highlights what they can do. It seems that experienced enterprise architects find it hard to locate an organization that is prepared to embrace EA, while organizations ready for EA can't find a person with the needed skills.
What can we in the EA discipline do to solve this dilemma? We must continue to focus attention on what it means to be an enterprise architect. The first step is to get our own houses in order, to work internally in each of our organizations to distinguish the roles and responsibilities of enterprise architect from the increasingly large population of other architects. As we do, we'll see increasing clarity among candidates, recruiters and yes, hiring managers, so that those who are enterprise architects can secure a position within an organization where they actually can be enterprise architects.
With this issue centered on EA teams and skills we are pleased to announce a new occasional A&G feature: “Enterprise Architects to Watch”. With the diversity of talent present today in the EA discipline we thought it important to dedicate space to hear about individuals who have a passion for EA, who teach, guide, study, practice, inspire or otherwise influence our discipline. As our readers have heard before, your thoughts and ideas are critical to the success of each and every issue of A&G. Please drop a line to editor@architectureandgovernance.com with the names of anyone who you think has made a difference to their organization, to other enterprise architects, or to the discipline of EA.
by George Paras, Editor-in-Chief of Architecture & Governance Magazine
