In my experience this is the most typical misalignment between business strategic objectives and IT landscape. IT transformation is needed and for that to happen enterprise should adopt the top-down transition approach where changes are planned based on strategic goals and objectives, transition architectures are designed and communicated, needed operating model changes are implemented first and the epic projects get rolled out as per the communicated roadmap.

This is a no-brainer. There is no place for tech that doesn't serve the business. It's not just failing to advance the business, it's actively sabotaging it: you're wasting resources on stuff that is useless. Time, money, effort - all wasted. Sadly, many companies do this without recognising it. So it's a win that there's feedback at all. Listen to the feedback. - Find out why they think it's mis-aligned. - Where it's out of kilter. - What they would like to see instead. The usual 5 Ws and an H stuff. But like any requirement, your end users define the problem. The specialists design the solution. Sometimes the gap is that the specialists haven't explained _how_ the solution solves the problem. Roll out "so that..." way more often.

In this situation, one of the first questions I would ask is if there are hidden justification that needs to be uncovered and brought into the discussion. For example, is the proposed architecture a key enabler that while not directly related unlocks another effort. The second question is does the architecture address known security vulnerabilities. If not adequately addressed could lead to compliance issues and/or other more serious regulatory violations. In my opinion, the role of EA is to be holistic in our recommendations and educate stakeholders even when the point of view may not be obvious to the casual observer.

Acknowledgment: Thank end-users for their feedback and assure them their concerns are valued. Assessment: Analyze the feedback to identify specific misalignments between IT architecture and business goals. Communication: Keep stakeholders informed about the issues identified and the steps being taken to address them. Action Plan: Develop a clear plan to realign IT architecture with business goals, which may involve revising strategies, updating technologies, or improving processes. Implementation: Implement changes while maintaining open communication with end-users for ongoing feedback. Review: Regularly review and adjust to ensure continuous alignment and improvement.

End-user feedback is not just a critique; it’s a blueprint for improvement. When IT architecture falls short of business goals, it’s a signal to dig deeper, not defend the status quo. Begin by treating feedback as a lens to identify misalignments—are the gaps in user experience, scalability, or innovation? Engage end-users and stakeholders to co-create solutions that bridge these divides, fostering ownership and alignment. Remember, architecture isn’t static; it’s an evolving strategy. Communicate openly about the changes, showing how they address feedback while driving business outcomes. Ultimately, the question isn’t how to handle feedback—it’s how to leverage it to make your architecture the engine of business success.

Here's the process that I suggest to handle end-user feedback challenges when IT Business Architecture doesn't align with business goals: Acknowledge concerns. Conduct in-depth listening. Analyze for common issues. Prioritize solutions. Involve stakeholders. Iterate on development. Communicate transparently. Show quick wins. Provide training and support. Establish feedback loops. Monitor and adjust. Align strategically long-term. By handling end-user feedback in this structured manner, you not only address immediate concerns but also work towards a more sustainable alignment between IT architecture and business goals.

When handling feedback that IT architecture doesn’t align with business goals, my approach focuses on proactive engagement and structured problem-solving. I prioritize acknowledging and validating end-user concerns while fostering open communication to clarify specific challenges. By aligning stakeholder insights with operational metrics, I identify gaps and implement targeted solutions. My process includes developing actionable plans that address immediate pain points, ensuring long-term alignment with strategic objectives, and maintaining regular updates to build trust. I establish continuous feedback loops to ensure the architecture evolves in sync with dynamic business needs, demonstrating adaptability and a commitment to collaboration.

There is great success with Listening Labs that can provide feedback on IT Architecture being deployed outwardly to end users. With each iteration of a complex digital solution, within a large financial services, our teams would get feedback from external customers. Those labs helped to validate our direction, the use of certain microservices, which led back to improved discussion and buy-in from internal stakeholders.

The approach not only addresses the immediate concerns but also strengthens trust and collaboration between IT and business stakeholders for the future 1Acknowledge & Validate the Feedback Listen actively Avoid defensiveness 2Investigate the Feedback Engage with stakeholders Analyze algnment Gather metrics 3Communicate Transparently Share findings Explain constraints 4Align IT Strategy wth Business Goals Collaborate wth leadership Prioritize updts or improvements 5Develop an Action Plan Shortterm solutions Longterm improvments 6Involve EndUsers in the Process Feedback loops Pilot programs 7Measure & Commnicate Progress Define success metrics Report back 8Foster a Cntinuous Imprvement Culture Ongoing alignment checks Encourage open dialogue