Not all but many Enterprise Architects, myself included, came into the role with a technical background and have largely been focussed on designing technical solutions to business problems albeit mostly at a global or enterprise level.
Gartner suggests (Predicts 2014: Enterprise Architect Role Headed for Dramatic Change ) that an EA, unless already doing so, will need to be far more engaged with input to leadership and vision due to the multitude of new and far reaching changes to which an organisation has to react to in areas such as technical, economic, market, social, regulatory and environmental.
Failure to adapt has the potential for that Enterprise Architect to be 'rebranded' as a solution architect and another, more visionary resource being brought in to provide the inputs the organisation will be seeking. This change of stance is already being reported by various organisations, large and small, who recognise that Architecture is a real and tangible benefit and no longer a cost centre made up of nerdy individuals who spend all day making nonsensical diagrams that no-one understands.
EA teams are expanding and not just in the size of the team but in the breadth of areas that EA covers. Again, to quote Gartner "Successful organizations will create EA teams that are increasingly heterogeneous in terms people's skills, experience and focus, and will differentiate the vanguard enterprise architects from the foundational ones."
The days of just documenting and regurgitating the information collated are going, now the expectation is for the EA to deliver business outcomes and backed by the data collated. I can hear an almost unanimous shout from all directions that we do this already. If so, great, nothing to worry about - if not, maybe it is time to consider if you need to lift your - and your organisations - sights a notch.