2025

Becoming the Architect Your Organisation Needs

As enterprise architects, we spend much of our time shaping the future state of an organisation, its business capabilities, its technology landscape, and its operating model. Yet in the rush to design target architectures, many of us forget the most critical blueprint: the one for ourselves. Becoming the architect our organisation truly needs is not about titles, frameworks, or artefacts. It begins with defining, and deliberately inhabiting, our ideal professional self.

We often treat our “future self” as an aspiration, a distant point we hope to reach. But a more powerful approach is to act as if that ideal version already exists. Instead of seeing it as a future milestone, we adopt it as a present identity. This shift matters in enterprise architecture, where trust, influence, clarity, and leadership presence shape the outcomes as much as technical depth. If your ideal self is a confident communicator who navigates ambiguity with calm assurance, then show up that way today. Greet stakeholders with intention, hold eye contact in difficult conversations, and use each interaction to express the architecture leader you want to be.

This does not mean pretending or performing. It means aligning behaviour with the direction you want your professional life to grow. Acting from this identity creates momentum. Each action reinforces your capability, and each small win strengthens the belief that you already possess the qualities you are cultivating. And if you falter, there’s no need for self-blame. Failure is not the opposite of growth, it's the raw material that builds mastery.

Enterprise architects face many situations that can trigger discomfort: presenting contentious roadmap decisions, managing strong personalities in steering committees, or navigating political tension across business domains. Avoiding these moments may offer temporary relief, but it silently expands the boundary of what we fear. Our influence shrinks, and with it our ability to lead transformation. Instead, the practice is to take small, intentional steps into discomfort. If presenting to senior leadership feels overwhelming, start by presenting to a smaller audience. If navigating conflict is difficult, begin with lower-stakes discussions. The goal is not to eliminate fear but to reduce its power.

There is no architecture discipline without experimentation. Every failure, whether a misaligned operating model, a rejected proposal, or a tough stakeholder exchange, becomes a future asset. The question is never “Was this a mistake?” but rather “What does this teach me about becoming the architect I intend to be?” Transformation is rarely linear, and personal transformation is no exception. But each misstep refines judgment, sharpens communication, and deepens the resilience required to guide organisations through change.

Ultimately, the most powerful architecture work begins within. When we act as the ideal version of ourselves, today, not someday, we amplify our ability to shape systems, influence leaders, and guide enterprise-wide transformation. Tomorrow’s success is built from today’s mindset, today’s small actions, and today’s willingness to grow. The architect you aspire to be is not waiting in the future. You are already becoming them, one intentional decision at a time.

成為組織所需要的架構師

身為企業架構師，我們花大量時間塑造組織的未來狀態——商業能力、技術版圖以及營運模式。然而，在設計目標架構的過程中，我們常常忽略最重要的藍圖：我們自己。成為組織真正需要的架構師，並不是關於頭銜、框架或產出物，而是從定義並刻意實踐理想中的自己開始。

我們往往把「理想的自己」視為一個未來的願景，一個希望有一天能達成的目標。但更強大的方式是把它視為已經存在的身份，不把它當作未來的某個點，而是當成現在的自己。這種身份上的轉換，對企業架構師尤其重要——信任、影響力、清晰度和領導氣場往往比技術深度更能左右最終成果。如果你的理想自我是那種能在不確定中保持冷靜、具備影響力且溝通自信的架構領導者，那麼就從今天起以這個狀態示人。主動地與利害關係人交流、在關鍵對話中穩定地看著對方、用每一次互動展現你想成為的專業身份。

這不是偽裝，也不是表演，而是讓行為與你希望發展的方向一致。以理想自我的身份行動會創造動能；每一個行動都會強化你的能力，而每一次小小的勝利都會加深你已具備這些特質的信念。即使你犯錯，也不需要責怪自己。失敗不是成長的對立面，而是打造專業的重要素材。

企業架構師經常面對易引發不安的情境：在高層面前發表具爭議性的架構方案、在跨部門會議中處理強勢性格的利害關係人、或是在政治氛圍濃厚的環境中推動決策。逃避這些場景或許能帶來短暫的解脫，但它會悄悄擴大我們的恐懼邊界，削弱我們的影響力，也限制我們帶領轉型的能力。更好的做法，是以小步挑戰不適感。如果在高層簡報讓你緊張，就從較小的觀眾群開始；如果衝突管理讓你不自在，就先在低風險的場景練習。目標不是完全消除恐懼，而是降低它的力量。

沒有實驗，就沒有架構工作。每一次失敗——無論是未達成一致的架構藍圖、未被採納的提案，或是棘手的利害關係人互動——都會成為日後的寶貴資產。重點不是「這是不是錯誤？」，而是「這對我成為理想中的架構師有什麼啟發？」。轉型從來不是直線，而個人成長也一樣。但每一次偏差都會磨練判斷力、強化溝通能力，並打造引領組織變革所需的韌性。

最強大的架構工作，往往始於內在。當我們以理想的自己行動——在今天，而不是某一天——我們就能放大影響力，設計更清晰的系統，引導領導者，並帶領組織走向更高效的未來。明天的成功來自今天的心態、今天的小行動，以及今天願意成長的勇氣。你渴望成為的架構師，不是在未來等待你，而是正在你每一個有意識的選擇中逐步成形。

Architecture That Moves People, Not Just Systems

As enterprise architects, we often gravitate toward the things we can control, frameworks, technical depth, governance, and execution. These are tangible, measurable, and deeply satisfying to master. But if your “career bank account” is full of expertise and achievements while the relationship column stays empty, you risk becoming an architectural hermit: highly skilled, highly driven, yet disconnected from the very people who determine the success of your work. Our role is inherently connective. We bridge teams, align technology with business intent, and influence direction. Yet the relationship-building aspect of our work is often overlooked or undervalued. We invest heavily in developing skills, but far too little in the human networks that give those skills real impact.

The reality is that the landscape we operate in is one of constant change. A network engineer once told me, “If I ignore tech trends for a month, I’m outdated. One day a box of software will replace me, and I’ll be standing on that box trying to survive.” That sense of imminent obsolescence resonates across every technical discipline today. Learning new methods and tools is necessary, but technical mastery alone no longer guarantees influence. New skills open new doors, but relationships keep you inside the room. The most effective enterprise architects I’ve met are defined not only by their frameworks or architectural rigor, but by their ability to mobilize people, build trust, and create alignment. They stay curious, adaptable, and deeply aware that people, not systems, ultimately drive transformation.

Empathy is one of the most underrated tools in an enterprise architect’s toolkit. Not a soft accessory, but a strategic capability that helps us understand motivations, pressures, and constraints across the organization. One powerful question I often ask stakeholders is, “What can I do to make you look like a rock star in front of your boss?” This question surprises people because it disrupts traditional dynamics. But the moment we shift our focus from our own agendas to theirs, collaboration accelerates and trust forms. We begin to influence not through authority, but through relevance. This mindset flips the traditional career logic on its head. Instead of trying to elevate ourselves by relying on others’ success, we elevate others through our work.

People are often surprised by how well I understand their challenges. It’s not because I’m brilliant, it’s because I ask questions and listen. I’m not a mind reader, and neither are you. But consistent curiosity and empathy become unfair advantages. The systems we design must be resilient, scalable, and future-ready, but so must our relationships. Technology changes fast and new skills are always required, but without human connection, our influence weakens quickly. Empathy is precious. It should never be wasted on those who do not value it, but it should be generously invested in those who matter. In a world of constant disruption, the relationships we build today will determine how much impact we can create tomorrow.

推動人心，而非僅僅驅動系統的架構

作為企業架構師，我們常常傾向專注在那些我們能掌控的領域，例如架構框架、技術深度、治理與執行力。這些都是具體、可衡量，而且能讓人獲得成就感的專業能力。然而，如果你的「職涯存摺」在專業與成果方面都相當豐盛，但在人際關係這一欄卻是空白的，你就會成為一名「職涯隱士」：勤奮、能力強、性格鮮明，卻缺乏真正關心你、與你關係緊密的人。企業架構師的角色本質上就是連結式的，我們必須串聯團隊、協調商業與技術方向，並在組織內建立影響力，但人際關係往往被忽略或低估。我們花大量時間投資技能，卻很少投資在人與人之間的網絡，這些網絡往往才是放大我們影響力的關鍵。

現實是，我們所處的環境正不斷加速變動。一位網路工程師曾對我說：「如果我一個月不追科技趨勢，我就過時了。總有一天，一箱軟體就會取代我，而我只能站在那個箱子上求生存。」這種隨時可能被淘汰的焦慮，在今日的技術領域並不罕見。學習新工具與新方法固然重要，但單靠技術已不足以建立影響力。新技能能替我們打開新的大門，而真正讓我們留在房間裡的，是人際關係。真正優秀的企業架構師，不只因為他們的架構能力與治理思維而出色，更因為他們能動員人心、建立信任、推動一致方向。他們保持好奇、保持彈性，也深刻明白：推動轉型的不是系統，而是人。

同理心，是企業架構師工具箱中最被低估的能力之一。它不是軟實力的附屬品，而是一種能夠理解組織中不同角色的動機、壓力與限制的策略性能力。我經常問利害關係人一個問題：「我能做什麼，讓你在你的主管面前像個搖滾巨星？」這個問題常讓人感到意外，因為它打破了傳統的職場互動模式。但正因如此，它能迅速建立信任。當我們不再只關注自己的目標，而是真正關心對方的成功時，合作就會加速，我們的影響力也會自然提升。這種思維顛覆了傳統的職涯邏輯，不再是依靠別人的成就來推動自己，而是透過讓他人變得更好，使整個系統因我們而提升。

人們常說我很了解他們面臨的挑戰，但那不是因為我特別聰明，而是因為我願意提出問題並傾聽。我不是讀心者，你也不是。然而持續的好奇與同理心，會成為我們最大的競爭優勢。我們所設計的系統必須具備韌性、可擴展性與面向未來的能力，而我們的人際網絡也必須如此。技術會變、人會走、新技能永遠需要學，但如果沒有深度的連結與信任，我們的影響力會迅速消散。同理心非常珍貴，不應浪費在不值得的人身上，但應慷慨投入在值得投資的關係裡。在這個充滿顛覆與變動的時代，今天你所建立的關係，就是你明天能創造影響力的基礎。

Why Networking Is an Important Investment for an Enterprise Architect

In the world of enterprise architecture, we often speak in terms of systems, integrations, dependencies, and capabilities. Yet the most defining architecture we build throughout our careers is not found in a blueprint or a solution design. It is the architecture of relationships. The modern workplace is volatile. One day you may be leading a major transformation program; the next day, market shifts or organisational restructuring may force you to start again. Global instability, economic uncertainty, and technological disruption all remind us of a timeless truth: your real career capital is who you know, what you can do, how you show up, and how hard you are willing to try.

Great architecture is never built in isolation. It emerges from deep collaboration with business leaders, delivery teams, engineers, customers, vendors, regulators, and partners. When you strip away the frameworks and methodologies, architecture is fundamentally a relationship-driven discipline. A well-designed target state means nothing if you cannot influence stakeholders. A beautifully defined roadmap collapses without alignment. A breakthrough insight never sees daylight if you cannot find champions to support it. This is why networking is not an accessory to your career. It is the infrastructure that supports it.

We often cling to comfort, hoping it will preserve stability. But comfort rarely produces greatness. In fact, the distance between being comfortable and losing control is frighteningly small. Careers shift. Organisations change. Strategies evolve. The only constant layer of stability is your network, the people who stand with you, challenge you, and open doors for you. In architecture, we emphasise resilience and fail-over. Your professional network is your personal high-availability architecture. When work becomes difficult, when organisational dynamics become political, or when opportunities dry up, your network becomes your recovery mechanism.

Influence and alignment require conversations that may feel uncomfortable, such as negotiating priorities, challenging assumptions, and pushing for long-term value instead of short-term fixes. These moments often carry emotional risk, including the fear of rejection or being dismissed. Yet every architect must learn to build resilience in communication, because this is how clarity is achieved and progress is made. Networking strengthens this ability. It pushes us to articulate ideas with confidence, understand different motivations, and navigate uncertainty with composure. Over time, we become more attuned to what resonates, earns trust, and builds true partnership.

For enterprise architects, networking is not about small talk or exchanging business cards. It is about understanding domain experts deeply so that architecture is grounded in reality. It is about building trust with executives so that your strategic recommendations carry weight. It is about partnering with engineering teams to co-create solutions rather than impose them. It is about connecting with the wider ecosystem, including vendors, architects in other industries, and thought leaders, to stay ahead of emerging practices. Most importantly, it is about cultivating a support network that sustains you during organisational shifts or career transitions. Networking becomes the human version of system integration. It is how information flows, how decisions propagate, and how value is created.

You cannot architect a great enterprise without intention, discipline, and investment. Likewise, you cannot architect a great career by relying on luck or comfort. Networking is your most valuable investment because it compounds over time. Each conversation adds to your understanding. Each relationship expands your influence. Each connection becomes part of your personal architecture, your career capital. In a world of constant change, your network is the one system that grows in value even when circumstances do not. So step forward. Say hello. Start the conversation. Build resilience. Influence with humility and courage. Because as enterprise architects, our greatest designs are not made of systems. They are built through people.

為何人脈網絡是企業架構師的重要投資

在企業架構領域，我們經常談論系統、整合、相依性與能力。然而，在整個職涯中，我們真正建造的最關鍵架構並不在藍圖或解決方案設計裡，而是人際關係的架構。現代職場瞬息萬變。某天你可能還在領導一個重大轉型計畫，隔天市場變動或組織調整便讓你不得不重新開始。全球局勢不穩、經濟不確定性與科技顛覆都不斷提醒我們一個永恆的道理：真正的職涯資本，是你認識誰、你能做什麼、你如何展現自己，以及你願意投入多少努力。

卓越的架構從來不是孤立完成的。它來自與業務領導、交付團隊、工程師、客戶、供應商、監管者與合作夥伴深入協作的結果。撇開框架與方法論，架構本質上就是一門以關係為核心的學問。若無法影響利害關係人，再完美的目標架構也毫無意義。若無共識，再精心規劃的路線圖也無法落地。若找不到支持者，再深刻的洞察也難以被採用。這就是為何人際網絡不是職涯中的錦上添花，而是支撐一切的底層基礎設施。

我們常常追求舒適，希望它能帶來穩定。然而，舒適很少孕育偉大。事實上，從舒適到失去掌控之間的距離，往往近得令人驚訝。職涯會轉變、組織會更迭、策略會重寫。唯一能保持穩定的，是我們的人際網絡，是那些支持你、挑戰你、替你開門的人。在架構領域，我們強調韌性與備援；而在職涯中，你的關係網就是你的個人高可用性架構。當工作變得艱難、當組織政治升溫、當機會變少時，你的網絡就是你的復原機制。

要建立影響力與取得共識，往往需要面對不舒服的對話，包括協商優先順序、挑戰假設，或堅持長期價值而非短期補丁。這些時刻都可能帶有情緒風險，例如害怕被拒絕、被忽視或不被認同。然而，每位企業架構師都必須學習在溝通上建立韌性，因為清晰、影響力與進展都是在這些對話中產生的。而人際網絡正是鍛鍊這種能力的最佳方式。它迫使我們更自信地表達觀點、更深入理解他人的動機，也更能在不確定中保持鎮定。隨著時間累積，我們會越來越懂得哪些方式能建立信任、形成合作並產生真正的影響。

對企業架構師而言，建立人際網絡不是寒暄或交換名片而已，而是深入理解領域專家，讓架構建立在真實需求上；是贏得高層信任，讓策略建議更具分量；是與工程團隊合作共同創造，而不是自上而下強行推動；是積極與更廣的生態系互動，包括供應商、跨產業架構師與思想領袖，以掌握新興實踐。更重要的是，它能在組織變動或職涯轉換時，成為你的支持系統。人際網絡可被視為「人的系統整合」，它是資訊如何流動、決策如何傳遞與價值如何產生的關鍵。

要設計出卓越的企業，必須有意圖、有紀律、有投資。同樣地，要打造卓越的職涯，不能依賴運氣或保持舒適。人際網絡是你最值得投入的資產，因為它會隨時間持續複利成長。每一段對話都累積你的理解；每一段關係都擴大你的影響；每一個連結都是你個人架構的一部分，是你的職涯資本。在一個永遠在變動的世界裡，人際網絡是唯一在不利情況下仍能持續增值的系統。

所以，向前踏一步。打聲招呼。開始對話。培養韌性。以謙遜與勇氣建立影響力。因為對企業架構師而言，我們最偉大的設計從不是系統本身，而是透過人所建構出的價值。

Achieving Strategic Goals Through Measurable Small Actions

Achieving strategic goals is often framed as a grand pursuit, a bold vision, a multi-year transformation, a sweeping program to reshape the organization. Yet, in practice, strategy rarely fails because the vision is unclear. It fails because the path between the present and the future is too abstract for people to act on. Leaders speak in outcomes; teams operate in tasks. The gap between the two is where momentum is lost.

As an enterprise architect, my role is to translate strategy into motion. This means making the strategic small enough for people to move, not by diluting its intent, but by expressing it as measurable, achievable steps that build toward meaningful change. Large goals are inspiring, but it is the deliberate execution of smaller actions that makes progress real.

This year, I will contribute to a high-performing architecture team with deep domain expertise and a culture of continuous learning. A team does not become high-performing through declarations alone. It grows by institutionalizing knowledge sharing, challenging assumptions with curiosity rather than judgment, and creating an environment where learning is continuous and safe. Every conversation, every reusable pattern, every time we help a colleague understand the why behind the architecture, these are the small, compounded actions that shape capability and confidence.

I will design and implement scalable, efficient architecture frameworks and standards to enable APAC business operations optimisation. This will not happen through a single document or a single workshop. It will happen through cycles of refinement, engagement, and validation with real business workflows. Standardization is successful only when the people who rely on it understand its intent, trust its value, and are empowered to apply it. The strategic outcome is operational excellence; the daily work is clarity, consistency, and guidance that lowers friction and accelerates decision-making.

I will enable APAC business growth through architecture-driven innovation and technology alignment. Growth depends on identifying where technology can reshape the business model, improve customer experience, or unlock new revenue streams. Innovation at scale comes from disciplined experimentation. Small prototypes, targeted pilots, and measurable learnings build confidence before broader transformation. Big impact begins with controlled, learnable steps.

Small actions do not mean small thinking. They represent achievable momentum. Organizations that execute strategy well normalize progress. They create systems where learning is valued more than blame, where effort is recognized as the precursor to outcomes, and where teams feel psychologically safe to initiate change instead of waiting for permission.

By focusing on whether we are applying the right architectural patterns, reinforcing shared principles, and continuously learning, we make improvement sustainable. When we evaluate success not merely on whether we have already arrived, but on whether we are moving with purpose, we create an environment where progress is repeatable and predictable.

Strategy becomes real when people can act on it. And people act when they believe they can succeed, one aligned, measurable, meaningful step at a time.

透過可衡量的小行動實現策略目標

實現策略目標常被形容為一場宏大的追求、一幅大膽的願景、一場跨年度的轉型計劃，旨在重塑整個組織。然而，在實際情況中，策略失敗往往不是因為願景不清晰，而是因為「從現在到未來」之間的路徑過於抽象，讓人無法真正付諸行動。領導者談論成果，團隊著眼於任務，兩者之間的落差正是行動力消散之處。

作為一名企業架構師，我的角色是將策略轉化為行動。這意味著要把宏觀的目標轉換為每個人都能採取的具體行動，不是削弱策略意圖，而是將它表達為可衡量、可達成、可累積的步驟。大的目標固然能激勵人心，但真正帶來進展的，是小而持續的行動。

今年，我將致力於打造一支高效能的架構團隊，使其具備深厚的領域專業與持續學習的文化。一支高效能團隊並非靠口號建立，而是來自知識分享的制度化、以好奇心而非批判面對問題、並創造一個學習安全且被鼓勵的環境。每一次討論、每一次可重複使用的架構模式、每一次耐心解釋架構背後的原則，都是累積能力與信心的小行動。

我將設計並落實可擴展且高效率的架構框架與標準，以支持亞太地區的業務營運優化。這並非透過一份文件或一次工作坊就能完成，而是透過持續迭代、實際情境驗證，並與業務流程深度結合。標準要成功，必須讓使用者理解其意義、信任其價值，並具備靈活應用的能力。策略成果是營運卓越，而每日的工作則是明晰性、一致性與降低決策摩擦。

我也將透過架構驅動的創新與技術對齊，支持亞太地區的業務成長。業務成長往往源自於識別技術能改變商業模式、改善客戶體驗、或開拓新收入的切入點。真正能規模化的創新來自有紀律的試驗：小型原型、限定範圍的試點、可量化的學習。大的影響往往始於可控且可反思的第一步。

小行動並不代表小格局，而是「可持續的動能」。能持續執行策略的組織具有共同特徵：它們將「進步」正常化。它們建立重視學習而非責備的系統，將努力視為成果的前提，並讓團隊感到安全，可以主動推動變革，而非等待指令。

當我們聚焦在是否運用正確的架構模式、是否強化共同設計原則、是否持續學習時，我們就能讓改善變得可持續可複製。成功不僅是「是否已經達成」，而是「是否正朝著正確方向持續前進」。

策略會在「人能夠採取行動時」變得真實。而人之所以願意行動，是因為相信自己能成功，一步一步，清晰、對齊、有意義地前進。

Enterprise Architect Goals and KPIs - Aligning Strategy, Outcomes, and Real Value

The role of the Enterprise Architect (EA) sits at the intersection of business strategy, technology direction, and organizational change. Yet when it comes to defining goals and KPIs, many organizations struggle to articulate what success looks like. Unlike delivery teams where progress is easily measured in terms of completed tasks or shipped features, the EA operates primarily in the domain of outcomes. These outcomes are multi-dimensional, interdependent, and influenced by forces well beyond the architect’s direct span of control. The value of the EA is real, but it is often indirect, systemic, and revealed over time.

Many challenges complicate goal-setting for Enterprise Architects. In some organizations, business strategy shifts rapidly or is not clearly communicated, making it difficult to define stable goals at the start of the year. Goals set in January can become irrelevant by July as market conditions, leadership priorities, and transformation programs evolve. Additionally, while the EA can directly produce outputs such as roadmaps, reference architectures, capability models, and governance frameworks, these outputs are not where the value ends. The true value lies in the outcomes those outputs help create, like reducing technology fragmentation, accelerating product integration, improving customer experience, or enabling faster innovation. These outcomes depend on collaboration across teams and functions, which means the EA’s contribution is essential but not always isolated or easily quantified.

Traditional HR-driven performance frameworks often do not reflect this strategic complexity. Many goal-setting approaches value short-term deliverables and activity metrics, which can unintentionally push Enterprise Architects toward documenting rather than enabling change. At the same time, strategy alignment between global and regional teams further complicates measurement. What makes sense for a global strategy may require adaptation at the regional level due to regulatory, cultural, or market differences. The EA often plays the crucial bridging role here, translating strategy into execution in a way that balances consistency with contextual relevance.

A more effective approach is to define EA goals and KPIs across two levels: outputs and outcomes. Outputs are the tangible deliverables within the EA’s direct control, such as architecture roadmaps, standards, and steering forums. Outcomes describe the organizational movement these outputs enable, such as reduced duplication of systems, faster integration cycles, improved stakeholder alignment, or increased architectural maturity. For example, output goals may include delivering a multi-year architecture roadmap and establishing clear technology standards. Outcome goals may include reducing duplicated systems by a meaningful percentage or improving time-to-market for new products.

For this to work, goals should align to strategic themes rather than fixed projects. Themes such as customer experience, operational resilience, innovation readiness, or cost efficiency remain relevant even when individual initiatives change. Goals should be reviewed and recalibrated quarterly rather than annually to reflect evolving priorities. Influence and alignment are also valid dimensions of measurement. A key indicator of EA success is whether stakeholders trust architectural direction and whether teams adopt recommended patterns proactively rather than reactively.

Ultimately, goals and KPIs for Enterprise Architects should be treated as a framework for structured discussion rather than a rigid scorecard. The aim is clarity of direction and shared understanding of value, not micromanagement or justification. The Enterprise Architect’s value is not measured in the number of documents produced but in how the organization moves more coherently, more efficiently, and with greater strategic intent as a result of their work. When defined thoughtfully, EA KPIs become not just a mechanism for performance evaluation, but a tool for alignment, empowerment, and meaningful transformation.

企業架構師的目標與績效指標 - 策略、成果與真正的價值

企業架構師（Enterprise Architect, EA）的角色位於商業策略、技術方向與組織變革的交界處。然而，當談到設定目標與績效指標（KPI）時，許多企業往往難以清晰界定成功的樣貌。不同於交付團隊可用任務完成度或功能上線等明確指標衡量進展，企業架構師的工作主要影響的是「成果」。這些成果具有系統性、多維性，並受多方因素共同影響，並非僅靠個人或單一團隊就能決定。因此，企業架構師的價值是真實存在的，但往往較為間接、長期，且不易立即量化。

在許多企業中，為企業架構師設定目標面臨不少挑戰。有些組織的商業策略快速變動或未被明確傳達，導致年初設定的目標在年中便可能失去相關性。市場變化、政策要求或領導層優先事項的調整，都可能影響原本的方向。此外，企業架構師能產出的具體項目，例如架構藍圖、技術標準、能力地圖與治理機制等，這些屬於「輸出」。但真正的價值往往來自這些輸出所促成的「成果」，例如降低系統重複性、縮短新產品整合時間、提升跨團隊對齊效率，或強化客戶體驗。這些成果依賴跨團隊協作，因此很難由單一角色獨立衡量貢獻。

同時，許多企業的人力資源制度仍以可預測與短期可量化的工作為基礎設計，往往較難體現企業架構師這類「戰略性、系統性、影響性」角色的特質。再加上全球策略與區域市場需求常常並不一致，企業架構師必須扮演「翻譯策略、調整架構、促進共識」的橋樑。但這些工作雖極具影響力，卻不容易以單一數據反映。

因此，更有效的方法是將企業架構師的目標與 KPI 分為兩個層次：輸出（可直接掌控的交付物）與 成果（輸出所促成的長期價值）。輸出可以包括定期更新的架構藍圖、明確的技術標準、以及跨部門架構審查流程。成果則可以包括降低系統重複度、提升產品上市速度、或增強組織對架構方向的共識度。

在設定這些指標時，建議將目標對齊到「策略主題」而非「固定專案」。例如：客戶體驗、營運韌性、創新速度、成本效率等主題，即使專案變動仍具持續性。此外，目標應定期（例如每季）檢視調整，以反映最新的組織方向。衡量「影響力」同樣重要，例如跨部門協作品質、架構共識程度、標準被採用的比率等，都屬於合理且有意義的評估方式。

最重要的是，企業架構師的目標與 KPI 應被視為「對話與共識的框架」，而非僅是評分表。目標的目的，是為了對齊方向、建立透明度、促進跨團隊合作，而不是侷限角色或增加行政負擔。企業架構師的價值不是來自文件的數量，而是讓組織能夠更有方向、更一致、更具策略意識地向前推進。

若能以這樣的方式定義與管理 KPI，績效評估不只是管理工具，更會成為推動轉型、強化組織能力與提升策略落地成效的力量。