A logistics company had grown through acquisition, and due to a narrow enterprise architecture (EA) focus, weak governance, and troublesome politics, its former EA practice was largely ineffective. Also, after the new EA head joined the company, management did a major strategic about-face, abandoning plans for a comprehensive enterprise resource planning (ERP) implementation. The new EA chief took a pragmatic approach to the obstacles to EA effectiveness and galvanized the renewed EA program by focusing on developing an application strategy that mapped directly to the business strategy.
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