An effective enterprise architecture (EA) practice can eliminate business-IT-alignment problems, bring order and purpose to an organization's use of technology, and lead an enterprise on the road to greater collaboration and innovation. The problem is that with these ambitious goals, EAs often face the daunting task of convincing business and IT leaders with operational responsibilities, near-term deliverables, and parochial interests to focus on the value of enterprise synergies. It's all too common to see EA programs crash and burn because architects fail to convince key stakeholders of their value.
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