Practical Guideline   –   Version 1.0   –   August 2023

Value Propositions of Enterprise Architecture Management

Background and Objective

As part of the 2014 SITIC Symposium, architects from sixteen different companies gave thought to what promotes the impact of enterprise architecture in companies. The key findings of this exchange were summarized in the «Lenzburger Manifest». The core statements of this manifesto are still valid.

The breathtaking development of information technologies in the last few years and the resulting penetration of IT into almost all corporate areas and value chains has softened the boundaries between business and IT on the one hand and created opportunities for new business models on the other.

This merging of business and IT poses numerous challenges to organizations, which are increasingly becoming perceptible in SITIC with two overarching questions:

The SITIC 20th Anniversary Event, mentioned on top of the side bar, translated these strategic «Enterprise Architecture Management (EAM)» questions into practical EAM questions, such as

  • What are the expectations of the various stakeholders for EAM?
  • What are the challenges of EAM and its fields of action for the future?
  • How is EAM positioning itself to meet the challenges of the future in an increasingly fast-changing environment?
  • How can EAM achieve more impact and create value for stakeholders and internal customer segments, respectively?

While answering these questions, it became increasingly clear:
The value, organizations attribute to EAM, is related to the goals that key stakeholders share with EAM. Value co-creation is encouraged if the EAM’s contribution is perceived as relevant to achieving common objectives. EAM has its greatest impact when its value propositions are used in value-co-creation with the relevant stakeholders.

The Fundamental Common Goals Stakeholders Share With EAM

The core team identified five fundamental common goals which stakeholders share with the EAM, highlighted in the following chart on the left-hand side.
The right-hand side outlines how the EAM will help achieve each of these goals.

To deepen the understanding of how EAM Value Propositions help to achieve common goals, the core team decided to focus on four stakeholder groups, namely Innovators, Strategists, Changers and Operators.

What «EAM Value Propositions» Are Used For

«Value Propositions» are clear and concise statements that outline the unique benefits and advantages products, services, or solutions offer to its (internal) target customers. They explain why a customer should choose particular EAM offerings over (external) alternatives or autonomous approaches.

In our context, «Value Proposition Canvases» are used to identify the fit between the «EAM Value Map» and the «EAM Customer Profile», as depictet in the following chart.

By analyzing the connections and relationships between the content of two sections of the same color, EAM professionals can refine their value propositions to better align with customer needs and preferences, simply put, to clearly focus on his gains, pains and jobs to be done.

It helps in designing EAM products and services as well as education and communication strategies that effectively address customer demands and create value for them.

Heading for own developments of EAM value proposition canvases, SITIC recommends to take note of the following background information:

Well-crafted value propositions are essential for EAM to effectively communicate its value to internal customers and stakeholders. Points to watch include:

Customer Focus
It addresses the specific needs and pain points of the target customers, demonstrating that the offering is designed with the customer’s jobs in mind.

Unique Selling Points
It highlights the distinctive features and advantages that set the product or service apart from proprietary alternatives.

Clear and Concise Expression
The value proposition should be expressed in a straightforward and easily understandable manner, avoiding volatile jargon or overly complex language.

Quantifiable Benefits
Whenever possible, it’s beneficial to include specific metrics or data that showcase the tangible benefits customers can expect to receive.

Emotional Appeal
A successful value proposition also taps into the emotional aspects of the customers, showing how EAM products or services can positively impact their own products or services or solve problems.

Credibility and Evidence
Backing up the claims with evidence, testimonials, case studies, or data can further strengthen the value proposition.

There is a plethora of documentation and video content around building and customizing value proposition canvases.

Here are a few hand-picked references:

  1. Strategyzer owns the intellectual property rights. First of all you may want to look into the exhaustive website of Strategyzer.
  2. Description of value proposition canvas elements:

    Read or download here
  3. Value Proposition Canvas auf Deutsch mit Beispielen erklärt
  4. Value Proposition – mehr Umsatz, mehr Erfolg
  5. Finding value propositions with the Value Proposition Canvas
  6. Value Proposition Canvas by explained through the Uber Example
  7. Value Proposition Canvas Explained
  8. Alex Osterwalder – Competing on Business Models

Download and Use Value Proposition Canvas Templates

Substantial value proposition canvas templates are provided, addressing the four roles innovators, strategists, changers, and operators.

Go to download page (password required)

Request password free of charge:

An empty canvas template is also provided.
Please elaborate your own canvas for your organization and your most relevant roles.

The following SITIC poster including the fundamental value propositions of EAM and value proposition canvases for the roles innovators, strategists, changers, and operators is also available in the download section, printable on paper format A3 or more:

Usage Tips

SITIC suggests EAM representatives the following procedure to talk with internal customer segments about making best use of EAM, applying SITIC’s value proposition canvas templates.

Prepare a Meeting

  1. Contact a well-disposed, ideally EAM-savvy representative of a customer segment.
  2. Ask for a meeting to share EAM expectations to support him and the organization to reach the next level.
  3. Encourage him to invite a few of his clients as well.
  4. Make sure that he has a basic understanding of a value proposition canvas concept (may be you want to provide upfront a short summary and a few links).

Conduct the Meeting

  1. Explain the five fundamental EAM missions as propagated by SITIC.
  2. Listen patiently to concerns, expectations, wishes and hopes.
  3. Use the value proposition canvas templates to ask and discuss questions in a way, so they are aligned with the context and terminology of your organization and your counterparts.
  4. Note relevant items on “post-its” und put them onto an empty value proposition canvas, physically or digitally.

Approach Additional Customer Segments – Communicate Insights and Progress

  1. Repeat the procedure above with other customer segments.
  2. Communicate insights and progress on the way to the next level regularly.

Develop and Maintain the EAM Big Picture for Your Organization

  1. Consolidate all canvases into one EAM big picture for your organization (if required ask SITIC for advice and/or a “print order” as offered below).
  2. Share the big picture with all customer segments and the management team.
  3. Review and update the big picture regularly.

Design and Print Service – For SITIC Members Only

Think about eye-catchers for EAM at hot spots in your organization.
An attractive poster with canvases, as hard copies and/or as a digital artefacts.
For a meeting room, the coffee corner, a website.

Your EAM poster may include one to four canvases, plus any other items as you wish.
The paper size depends on the number of post-its and the expected minimal reading distance.

How to proceed

  1. Please send your print request to
  2. You get a questionnaire to specify your requirements, including request for applicable policies of corporate communication.
  3. Based on your requirements you get an offer with a digital poster sample within 15 working days.
  4. You suggest changes and you get a new offer with a digital poster sample within 10 working days (up to three iterations).
  5. You approve the sample, including the number of required hardcopies.

Over fifty delegates of major Swiss companies joined the SITIC 20th Anniversary Event on Burgdorf castle in Switzerland.

After the event, the core team members listed below consolidated valuable insights, information, knowledge and best practices from keynotes, workshops, plenary discussions and questionnaires.

Originally it has been planned to compile an update of the EAM manifesto 2014, mentioned on top of the main bar. However, now the deliverable is a complementary practical guideline. Several SITIC members have joined a validation workshop, hosted by AXA early 2023. The valuable feedbacks have enriched and confirmed this first release.

Many, many thanks to all who made it possible.

Apply it right away to take your organization with EAM to the next level.

Your feedback is most welcomed.

Thanks a lot!

Core Team Members & Quotes

Andreas Spichiger
Federal Chancellery
Bern University of Applied Sciences

a common structure to the learning of an organization’s people – a very slow process that demands a lot from everyone involved. »

Christian Bühler
KnowGravity Inc.

companies are forced to further optimize and adapt to the rapidly changing environment. However, companies can only optimize and adapt efficiently if they have a clear picture of

  • how they function today,
  • how they want to function tomorrow,
  • what the delta of these two worlds is.

EAM enables these three views and is the basis for a successful, company-wide strategy so that targeted projects can be planned and realized. »

Core Team Lead
Fiorenzo Maletta

the work of enterprise architects creates sustaining value for the company. This is especially true when it is done in co-creation with representatives of the business units and IT. Such rewarding collaboration is aimed at the sustainable development of the company and to ensure the flexibility and continuity of the business in the long term. Shared values, common goals and good communication facilitates this common journey. To this end, we have a) articulated what we believe are common goals of key roles and enterprise architects, and b) provided ready-to-use templates for the refinement of tasks that can be completed in collaboration. I hope that our work will help many companies form effective and meaningful alliances between key stakeholders and enterprise architects who work together to achieve the best for their companies. »

Kurt Wehrli

I guess EAM is likely to mature to a kind of “Digital Twin Management (DTM)” of the enterprise.

As a “digital mirror” and virtual representation of an organization (business models, strategies, processes, architectures, infrastructures, etc.), the digital twin can be analyzed, modeled, innovated, and tweaked more easily and cheaper, before any transformational changes in reality.

Presumably, digital twins – requiring modelings and encouraging simulations – are going to play a key role in any substantial business transformation initiative. »

Markus Schacher
KnowGravity Inc.

to the enterprise. Customer-oriented thinking must therefore be a central virtue of enterprise architects.

The goal must be that their EAM services lead to high demand among a wide variety of stakeholders in the company because they also create high value. »

Stephan Aier
University of
St. Gallen

the complexity of today’s organizations. We as architects often focus on reducing IT complexity, IT operations costs, inconsistencies and redundancies in the IT landscape.

However, we must never forget that we take all these efforts to support change and to enable business innovation so that organizations can meet customer requirements – short-term and long-term.

We hope that the EAM Value Proposition Canvas becomes helpful for creating common ground among the diversity of stakeholders in your organization and that you will meet your customers’ requirements. »

Thomas Jarchow
Bern University of Applied Sciences

Views on EAM

Adrian von Aesch
SITIC / Aity

approach to Enterprise Architecture Management enables organizations to respond to business changes with innovative and appropriate technology services. EAM fosters disciplined decision making leading to better outcomes for the business. »

Fiorenzo Maletta

to align an organization’s resources with its business goals.

To this end, EAM focuses on the design, planning, implementation, and management of an organization’s overall enterprise architecture. This includes, among other things, creating a holistic and strategic view of a company’s business processes, organizational structure, information systems, and technological infrastructure. The resulting interconnected views facilitate shared understanding and more transparent decision making in shaping and steering the right change initiatives.

Evidentially, this leads to greater flexibility, efficiency, and effectiveness in the delivery of the company’s services and products. »

And Your View on EAM?

« To be published here …