The business environment is changing faster than ever before. Successful navigation in these treacherous waters requires both business agility and capability to govern strategydriven business transformation. Enterprise Architecture (EA) is an approach providing insight and overview to manage the complexity of an organization and to aid strategic decisionmaking. Studies have tried to bridge the gap between EA and strategy, but very few empirical studies have been published on the subject. In this exploratory case study, we provide an empirical view of how EA can be connected to the strategic planning process and bring value to an organization. The findings are based on 13 interviews conducted in a large Nordic financial services group. This study strengthens the view that although EA could provide significant value in the strategy formulation phase it is still mainly a tool for translating the strategy into actions. EA can thus provide the most value in the strategy implementation phase of the strategic planning process.