The "Architect" role varies from business to business. If you don't understand exactly how to be successful in your current role it sounds like you have some work to do. Find out who will make the determination about whether or not you are successful(spoilers it may not be your direct manager). After finding out who they are you need to find out what they consider success. Before you let that person go you have to setup a system for validating their expectations. "If we do this do you think we're headed in the correct direction? Can we meet on this regularly until you are convinced?"
Generally speaking one thing you can do in any technology leadership role is to understand your space. Take the space in which you are working and distill each major technology component into a one-pager. You should know from a high level how it works, what purpose it serves in the business, some basic cost/return metrics, what it interfaces with, what projects/initiatives are currently in flight etc. Basically a crib sheet.
Once you understand your space and what your organization considers success you are ready to get started. You need to build a plan to take the pieces of that space and manipulate them to make your handler's expectations a reality.
Generally speaking one thing you can do in any technology leadership role is to understand your space. Take the space in which you are working and distill each major technology component into a one-pager. You should know from a high level how it works, what purpose it serves in the business, some basic cost/return metrics, what it interfaces with, what projects/initiatives are currently in flight etc. Basically a crib sheet.
Once you understand your space and what your organization considers success you are ready to get started. You need to build a plan to take the pieces of that space and manipulate them to make your handler's expectations a reality.
easy peasy.