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.