Boaters on a Lake

Immediate and Long-Term Solutions for Next Generation Architecture Teams

CEB Enterprise Architecture Leadership Council

Bridging the Architecture Talent Gap

Today’s IT group demands enterprise architects with engagement skills and business acumen, in addition to technical know-how. However, many EA groups struggle to find the right people.

  • In the age of outsourcing, few people develop the deep technical know-how in the context of the business that once formed the base of the in-house architect hiring pool.
  • Externally, it can be hard to find and attract the right candidates.

These issues have created a critical shortage of potential architects, bringing talent issues to the top of many chief architects’ agendas.

Make your EA group more effective today and secure the right talent for the challenges of the New Work Environment using CEB Architecture's best practice solutions.

Research Preview

Increase Your Current Team's Effectiveness

Improve your architecture team in the near term by developing an architecture brand and augmenting your team's skillset to be consistent with the brand and your architecture practice goals.

What the Best EA Leaders Do

  • Create a unified brand for architecture to make talent management and cross-organizational collaboration more effective.
  • Use a combination of internal resources and a template-based framework to promote strategic discussion and improve strategic thinking throughout the entire enterprise IT organization.
  • Implement a problem-solving process that outlines the critical thinking steps necessary to respond to business partner requests with superior analysis and solutions.
  • Help architects maximize business value by holding them accountable for being able to articulate their work's contribution to business goals.
  • Make context setting an explicit part of presentations to account for different stakeholder points of view.

Extend the Practice of Architecture Beyond EA

The skills required for quality architecture exist in other places around the enterprise outside EA. Progressive organizations identify these people and engage them.

What the Best EA Leaders Do

  • Identify delegate architects to smooth the demand on the EA function by providing flex capacity.
  • Engage architects in key conversations with business partners when opportunities are identified. Bringing architects into the relationship management model allows greater career expansion for these roles.
  • Help business partners embed business architecture skillsin demand management roles. This blended approach is more effective than establishing business architecture as a stand-alone role.

Develop a Long-Term Architect Pipeline

Secure the future of your architecture group by identifying new candidate pools, creating early career architecture opportunities, and establishing bi-directional mentoring to gain new insights and promote retention of talent.

What the Best EA Leaders Do

  • Consider new pools of architect candidates, assess candidates for the role through architecture internships, and train them on significant architectural knowledge and skills.
  • Use peer-based learning techniques to develop new hires’ business acumen and ensure the passage of tacit business knowledge from tenured to junior staff.

The Talent Pipeline Toolkit

Several members have identified tools for identifying and developing EA talent.

How the Best EA Leaders Do It

  • CSX builds job descriptions with business needs in mind, and provides an influence screening interview scorecard for prioritizing the skills you seek for an open position.
  • Several firms suggest interviewing techniques to make sure you find the people you need.
  • BP uses a clear, high production value guide showing career paths and required competencies to help attract architects.
  • BP has a new architect guide that gives BP best practices to new architects.
  • Devon Energy delineates responsibilities across its 3 architecture domains to reduce confusion.
  • Chesapeake Energy reinforces architect leadership skills with a management book club.