Next Generation EA is an emerging vision for how Enterprise Architecture will be conducted in the post global crisis world economy. Shared cost structures, shared infrastructure, optimized investment in core assets and true interoperability between vertically and horizontally aligned Organizations are some of the characteristics of this vision. What is the role of more effective decision making within this technology optimized Organization? Whilst the Next Generation literature has to date focused on the optimization of investment and sheer capacity of technical assets, there is clearly an important debate that must occur with regard to the effective management of these assets. Recent events on the world economic stage have demonstrated the immense destructive power of poor decision making frameworks. This is especially true when the business directions of large Organizations are being guided by poorly informed senior decision makers in an environment where information asymmetry exists. Senior decision makers within Organizations who do not have full information at the right time and the right place will always be making sub optimal investment decisions, potentially exposing the Organizations to significant risk with unknown implications. Three case studies are presented, illustrating the trend that EA is beginning to penetrate the higher levels of management practices in organizations. This paper argues that the logical next step (next generation of EA) is to use EA practices on the highest levels of the organization as a tool for decision support of the senior decision makers