Enterprise architecture as an enabler for strategic initiatives

Abstract

Organisations continue to struggle with translating strategic intent into effective execution, often due to misalignment, fragmented decision structures, and limited adaptability. While Enterprise Architecture (EA) is recognised for reducing complexity and supporting integration, its potential role in enabling organisational adaptability through the mechanisms described in Dynamic Capabilities Theory (DCT) remains underexplored. This study investigates whether EA functions as a dynamic capability that enables organisations to sense environmental changes, seize opportunities through structured decision-making, and transform underlying systems and processes to support strategic initiatives. Using a qualitative, interpretivist design based on semi-structured interviews with enterprise architects, technology leaders and strategic decision makers, the study finds that EA contributes significantly to initiative implementation, adaptability, and outcome evaluation. EA enhances sensing through architectural visibility, supports seizing through governance structures and integration mechanisms, and enables transforming through coherent reconfiguration pathways. The study contributes theoretically by positioning EA as a capabilities-oriented discipline and practically by demonstrating how EA practices strengthen strategic alignment, organisational learning, and benefits realisation.