Should the Chief Enterprise Architect (CEA) be elevated to a C-suite position?

Hello

Nice question from Dr. Pallab. Sr Pallab is one of the best in EA!!!

Dr. Pallab Saha •Terry, see below.
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TEN FACTORS SHAPING ENTERPRISE ARCHITECTURE
1. Enterprise Architecture > Enterprise IT Architecture; the scope and footprint of EA is the enterprise in its entirety.
2. Every functioning enterprise has an architecture (formal or non-formal), if it didn’t, it wouldn’t be able to function.
3. Enterprises are complex adaptive systems, wherein the assumptions of reductionism, linearity, correlation and predictability are not valid.
4. Enterprises are inherently characterized by diversity, inter-dependence, ambiguity and flux.
5. The emphasis of EA is not on the things (domains) but the interrelationships between the domains.
6. Enterprises operate in a networked (heterarchical) mode, as opposed to hierarchical mode is used for administrative purposes.
7. Complex adaptive leadership wherein the power of influence exceeds the power of control, is the most effective architecture leadership style.
8. Improving alignment in enterprises makes them more rigid and less agile, because a complex system is approximated as a complicated system; and in doing so undesirable limitations and constraints are introduced into the system (i.e. the enterprise).
9. Enterprises (and EA) are characterized by holism, synthesis and systemic paradigms; and any assumption that the effectiveness of the whole will be achieved automatically, as long as the parts are optimal, does not hold true.
10. Enterprises are architected for flux, as opposed to being architected for stability.
Therefore, Enterprise Architecture is defined as the ongoing process of building the ability to manage complexity, with the pivotal goal of creating and sustaining coherent enterprises.

Dr. Pallab Saha •Terry,
All enterprises are "systems". Therefore, architecting the enterprise (should) mean architecting the system. Architecture (should) ideally uncover and describe an enterprise's systemic structure (which, of course comes through deep analysis of its behavior over time and emergent patterns). The system warrants a series of "interventions" to address specific business problems. The combination of interventions actualizes transformation. Stephen is right.
Kevin,
Unfortunately (most) enterprises miss these facts and aspiration. I would like to add another aspiration (which you have seen from me before): "All leaders must think (and act) like architects". These points (should) constitute a manifesto for enterprise architecture (and all enterprise architects).

;;_))