We commonly accept that Enterprise Architecture is informed by business strategy. This assumption is deeply embedded in our mainstream methodologies, so why do so many architectural projects go wrong at great operational and financial cost? Our research found that contrary to claims on the critical importance of the business strategy for EA, this claim cannot be substantiated which raises questions on the actual significance and value of business strategy as an input for EA initiatives. We found that there are four fundamental preconditions that must be assessed before commencing any architectural development:
1.Is there a well-articulated and agreed Business Strategy?
2.Does this Business Strategy provide clear direction?
3.Is the Business Strategy robust and have the flexibility to respond to rapid change?
4.Will the business strategy create legacy ICT?