In this Factory Fireside episode, Peter Inge sits down with Glenn Smyth, CEO and Founder of Fragile to Agile, to demystify the often-misunderstood world of enterprise architecture. They explore the tension between enterprise architects and data/AI professionals—why architects are sometimes seen as blockers, and how principles-based governance can transform EA into a true enabler of innovation. Glenn uses analogies like “town planning” and “brakes on a car” to explain how good EA should provide freedom within boundaries, allowing organisations to move faster and safer while still maintaining the guardrails needed for resilience.
The conversation goes beyond technology into strategy, people, and operating models, addressing how EA links directly to business transformation. Glenn highlights the importance of aligning business, technology, and people domains to strategy, providing executives with insight maps to support data-driven decision-making. From agile delivery models to the pitfalls of architecture review boards, this episode delivers practical guidance for CIOs, data leaders, and transformation executives navigating the pace of today’s digital change
Fireside Strategy Series
Keywords
Takeaways
Enterprise Architects as Blockers vs Enablers
- Too often, EA functions act like they control everything—writing the rules, policing them, and judging exceptions—leading to bottlenecks.
- Done well, EA should enable fast but safe change, providing guardrails rather than roadblocks.
Principles-Based Governance
- Effective EA is about high-level principles (e.g., around data and security), not prescriptive technical standards.
- Provides “freedom within boundaries,” allowing teams to innovate confidently without constant approvals.
Town Planning Analogy
- EA is like town planning: setting zoning and building codes, not micromanaging construction details.
- Focus is on future design and strategic alignment, not today’s minutiae.
Agile vs Waterfall Approaches
- In agile organisations, ARBs (Architecture Review Boards) often aren’t needed; architects sit within delivery teams applying principles directly.
- In waterfall environments, ARBs risk becoming bureaucratic, producing heavy documentation that slows down change.
Insight Maps for Executives
- EA adds value by providing executives with insight maps—tools for data-driven decisions on investment and strategy
- EA informs but does not own business strategy (that’s the CEO’s role).
Alignment Across Domains
- EA spans business, technology, and people domains, ensuring capability models, operating models, and technology choices align with strategy.
- It helps organisations prepare for transformations by identifying enablers and capability gaps.
Digital Transformation Readiness
- Many organisations aren’t ready to execute transformation—lacking integration platforms, automation, or the right skill sets.
- EA roadmaps must account for digital readiness: updating IT operating models, people capability, and processes before execution.
Brakes Analogy
- Brakes weren’t invented to slow cars down but to allow them to go faster safely. Similarly, EA enables organisations to accelerate innovation with confidence.
