The Accidental Business Architect Is Disappearing, and That Might Be a Problem
Executive Summary Most senior business architects did not plan to become business architects. They arrived from strategy, operations, finance, process improvement, product management, or IT, and they collected breadth along the way because the work kept dragging them across the enterprise.
That messy path produced people who understood how the whole organization makes money, makes decisions, and makes change.
That path is closing. Business architecture is becoming a defined career with defined credentials, and the most common credentials measure what a candidate knows about a base of knowledge based on a passing a multiple-choice exam, the day of an exam. The role, meanwhile, is getting broader. Executives now expect business architects to connect strategy to funded initiatives, to explain where AI will and will not create value, and to be accountable for outcomes.
The gap between what someone certified against, and what the job demands is widening. The answer is not to bring back the accidents. It is to deliberately manufacture the breadth those accidents used to provide, through real work, real deliverables, and real accountability.
