In this article the conditions for a successful Enterprise Architecture (EA) effort within an enterprise are discussed. EA as a discipline has so far had a turbulent existence, with many EA efforts failing. This has earned EA as a whole a tarnished reputation in some public and private enterprises. In the article it is established that one reason for failed EA efforts could be that in parts of EA theory there is still is a very mechanistically focused mind-set. This was found on the basis of a theoretical study, analyzing three leading EA frameworks: TOGAF, Bernard’s EA3, and Ross, Weill, and Robertson’s Enterprise Architecture as Strategy. The article is also based on an empirical study consisting of four case studies in Danish enterprises. Consequently it was found that there is a need for the EA discipline to change its mechanistic focus towards a more organic one to be able to succeed in the future. Based on these studies it was recognized that EA governance could be the remedy to ensure a more successful practice of EA in the future. Following this is a guide to EA governance inspired by the Agile Governance Model and the empirical findings were formulated as the means to achieve a successful EA effort.
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Journal of Enterprise Architecture