Agile EA is the process for managing enterprise architecture modeling and redesign efforts with principles of agile methods such as iterations, lean thinking, pair programming etc., for faster development times. However, very little work has been done till date on how organizations adopt these methodological innovations such as integration of agile methods with enterprise architecture. This is problematic, because we know that organizations face stiff challenges in bringing new innovations that fundamentally disrupt their enterprise architecture. It is for this reason organizations rely on external consultants to internalize the concepts that are non-native to its actors. Hence we ask: What factors affect the adoption process of agile EA in organizations? If so what is the adoption rate over time? And what is the role of internal and external change agents in adoption process? To address this questions, we plan on conducting a field study in a top railroad company referred to as “Alpha” (a pseudonym) for exploring the variations in routines to understand the agile EA adoption process. Specifically, the proposed research study has two goals. First, we wish to develop a formal process theory about the adoption of agile enterprise architecture innovations using grounded theory approach. Second, through this study we would like to provide design guidelines for crossing the chasm of agile EA.