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Gartner Research Heads of Enterprise ArchitectureMust Use Advanced BusinessArchitecture to Realize Returnson Technology Investments Saul Brand, Austin Steinmetz, Marcus Blosch 26 March 2024 Heads of EA Must Use Advanced BusinessArchitecture to Realize Returns on TechnologyInvestments 16 January 2025- ID G00810694- 18 min readBy: Saul Brand, Austin Steinmetz, Marcus BloschInitiatives:Define Future-State Enterprise Architecture Without financial modeling and analysis, business architecture isincomplete. Heads of enterprise architecture can use advancedbusiness architecture to help organizations make better andsmarter technology investment decisions that grow revenue,optimize cost and mitigate risk. Overview Key Findings Enterprises are committed to accelerating technology spend; however, CEOs andboards of directors want to see the top- and bottom-line benefits of digitalinvestments.■Without including financial modeling and analysis as part of business architecture(BA), stakeholders cannot reasonably determine the cost/benefits, trade-offs andreturn on technology investments.■Many heads of enterprise architecture lack the necessary financial modeling andanalysis competencies necessary to help organizations realize the business value oftechnology investments.■ Recommendations Heads of enterprise architecture looking to build an effective enterprise architecture (EA)practice by helping organizations realize returns on technology investments should adoptthe following five best practices: Action 1:Develop advanced business architecture (ABA) maturity by using Gartner’sBA maturity model to step beyond producing basic BA deliverables.■ Action 2:Prepare the organization for ABA by building relationships with strategyand finance teams that want to upskill their workforce in digital technologyinvestment decision making.■ Action 3:Develop financial modeling and analysis competencies through self-study,formal study, communities and forums, experimenting and collaborating withstrategy and finance teams.■ Action 4:Take small steps by constructing finance deliverables like business-technology cases, capital budgets, cost-benefit analyses and trade-off analyses.■ Action 5:Go from basic to advanced BA by incrementally adding financial modelingand analysis competencies to basic BA deliverables.■ Strategic Planning Assumption By 2027, 75% of organizations will enrich business architecture by connecting financialbenefits to digital investment decisions. Introduction Step Beyond Basic BA Deliverables Advanced Business Architecture (ABA)incrementally adds financial modeling andanalysis, metrics, trends, economics and financial statements to basic BA to helporganizations make informed technology investment decisions that grow revenue,optimize cost and mitigate risk. Volatile, uncertain, complex and ambiguous times force C-suites and boards of directorsto develop “offsetting” business strategies that simultaneously counter economicheadwinds and exploit economic tailwinds. Enterprises are committed to acceleratingdigital technology investments; however, CEOs want to see the top- and bottom-linebenefits of digital investments.1Furthermore, CFOs want to see this too. They want to seetheir organizations make digital investments that grow revenue and improveproductivity.2 One of the main criticisms that the C-suite and business leaders have of basic BAactivities, and the deliverables created, is that they are immature and ambiguous, offeringlimited insight into technology investment decision making, which is what the C-suitemostly cares about: Gartner, Inc. | G00810694 Only 23% of EA functions use BA to identify and prioritize technology investmentsthat support business strategy.3■ Less than 10% of EA functions currently measure their impact on revenue growthand cost optimization.4■ Only 17% of EA functions provide investment analysis based on financial metrics tosupport investment decisions.5■ Moreover, most heads of enterprise architecture (EA) lack ABA competencies and thenecessary financial modeling and analysis skills to build an effective EA practice thatexceeds CIO expectations (see Figure 1).6 Gartner clients are assessing innovative new technologies, such as generative AI, with theintent to increase productivity across customer service, marketing, human resource, sales,finance, supply chain, procurement, legal, risk and compliance.7Heads of EA must helporganizations find a delicate balance between managing cost and performance whileinvesting to innovate and grow the business. To do that successfully, Heads of EA willneed to build their ABA competencies to assess and demonstrate the economic value ofgenerative AI, among other new and emerging technologies. To meet or exceed CIO expectations and to be of value to the enterprise, Heads of EA musttake incremental steps to develop their own, and their EA function’s, ABA competencies(see Figure 2).8 Figure 2. The Most Effective EA Functions Use Financial