Argues that despite ongoing debates, the need for true EA is growing. A simplified, IT-focused interpretation of EA is failing.

Introduces the need for a new EA vision that expands beyond IT to include the broader economic and historical context of the firm.

Defines the Enterprise Architect role by deconstructing it into three parts: competency, profession, and position in the operating model.

Explains that EA must be multi-dimensional and that separating 'Architecture' and 'Design' is key to managing complexity.

Defines architecture as a method, instrument, and asset, using historical city plans to illustrate how architecture reflects priorities.