Integration and data-flow map
Integration and sequencing
Which systems talk to which, who owns each connection, and the order releases land in.
Each interface is built once, and two releases never meet on the same record by accident.
Services · Core Systems
Keep the enterprise loop connected.
CRM, PPM, ERP, BI and AI will usually be separate projects, with separate vendors and timelines. We give them systems of change, which decide how they integrate and how they land on people, so they stop colliding with each other.
When this matters
CRM, PPM, ERP and BI run as separate projects, and nobody decides where they meet.
The same data is re-entered, reconciled, and argued about.
AI ambitions are running ahead of the data foundations.
Complexity added during delivery has become permanent.
Separate projects. Connected by systems of change.
Hover or tap a system, a handoff, a dotted line or a pillar
Pillar
Data ownership
One owner and one source for each shared record: customer, project, rate card, product.
When it works: Every shared record has one home, and every system trusts it.
Pillar
Integration decisions
Every handoff decided against the whole estate, with a named owner when it breaks.
When it works: Each interface is built once, and someone owns it when it breaks.
Pillar
Vendor boundaries
Where each product, and each vendor's responsibility, ends.
When it works: Every workflow has exactly one vendor accountable for it.
Pillar
Sequencing
One release calendar across the projects, including what each change asks of people.
When it works: Changes land in an order the business, and its people, can absorb.
What we do
We set the rules the projects work within: who owns the data, how the systems connect, where each vendor stops, and what changes when. Then we make the complexity those projects added visible, and plan its removal.
Vendor and licensing boundaries held across the estate, not negotiated project by project.
What you get
Each one settles a decision the projects share.
Each project keeps its own vendor, team and plan. These are the artefacts that keep them working as one chain.
Master data and ownership model
Data ownership
One owner and one source of truth for each master record, with the rule for how it changes.
A customer is created once. Everywhere else it is a reference, so month-end closes without reconciling by hand.
Architecture decision records
Architecture decisions
Significant design choices recorded with the options considered, the reasoning, and the date.
The next team finds why this platform and this pattern, and builds on the decision without reopening it.
Licensing and vendor boundary review
Vendor and licence boundaries
Where each product and each vendor's responsibility ends, and what the licence really covers, including the AI features it includes and the SI has promised.
Every workflow has one accountable vendor, and the gaps between suppliers stop falling to you.
BI and AI readiness assessment
BI and AI readiness
The data foundations reporting and AI depend on, assessed before the ambition is funded: data people trust, master data with an owner, and the integration an agent would need.
The number means the same thing in every meeting, and AI is sequenced behind data people trust.
AI use-case portfolio with named owners
AI use cases
What is funded, what is parked, and who owns each, ranked by the same rule as the rest of the portfolio.
An AI idea gets a name, an owner and a place in the queue, or it waits.
Simplification
Simplification, before anything is automated.
Delivery adds complexity: workarounds, customisations and parallel processes. We make it visible, give it an owner and a retirement date, and sequence its removal ahead of any automation built on top of it.
Transformation debt register
Transformation debt register
Every workaround, customisation and parallel process the program added, with its cost and an owner.
A spreadsheet kept just for go-live is logged, with the date it is meant to retire.
Simplification roadmap
Simplification path
What gets removed, retired or standardised, sequenced before anything is automated on top of it.
A named plan for the complexity the program created.
Projects on their own, and with systems of change
Colliding projects, or coordinated ones.
CRM, PPM, ERP and BI each have a business case, a vendor and a steering group of their own.
One view of the estate, with decisions made against the whole and not the nearest project.
The same record is re-entered, reconciled and argued about in three systems.
Each master record has one owner and one source, and the rest of the estate refers to it.
Integrations are built where two teams happen to meet, and nobody owns the result.
Integration decisions made once, recorded, and owned by a named person.
Vendors negotiate their boundaries project by project, and the gaps fall to the client.
Vendor and licence boundaries held across the estate, independent of any one supplier.
Reporting is rebuilt by hand, and people stop trusting the number.
Reporting built on data with an owner, so the number means the same thing everywhere.
AI ambition runs ahead of the data it depends on.
AI funded once the foundations are assessed, and sequenced behind them.
Workarounds added for go-live quietly become permanent.
Every workaround is logged with an owner and a date to retire it.
Complexity is automated, and then it is expensive to remove.
The process is simplified first, then automated.
Technology and methods
ERP and finance
CRM
Integration and identity
Reporting, payroll and payments
Methods and standards
Seen in practice
Where this work has held up.
Case studies
A state government insurance authority
Oracle Fusion ERP, HCM and EPM in nine months
Payroll, banking, CRM and identity landing together, with end-to-end integration owned.
WaterPlus, via Mitra Innovation
Seventeen integrations, one post-merger platform
A £1B business on a single integration platform, kept stable through cutover and hypercare.
WIA Systems USA
One toolchain for an ERP practice
Support, documentation and code moved from three disconnected systems onto one Atlassian backbone.
Bedford Group — Australia's second-largest NDIS employer
NAV 2017 to Business Central, with NDIS billing
An ageing NAV estate upgraded to Business Central, with custom NDIS billing integrated.
Dairy Australia, via D365 Group
Getting off an expensive ERP
IFS to Business Central, with the disorganised data underneath cleaned up on the way.
Transurban Group, via PTA Consulting
GST compliance remediation
GST transaction data analysed and remediated in Workday, with tighter validation rules.
The Bridge Inc
ERP migration with inventory and assembly
Business Central joined to Supportability NDIS and DOMO, so reporting works end to end.
Rockland Distilleries Ltd
Sales automation on top of an ageing ERP
SAP C4C automating the sales process, integrated back to the updated NAV system.
A UK ERP support and software company
Replacing a £40K-a-year service desk
A £40K-a-year ITSM tool replaced with SysAid on an ITIL operating model, for about $4,000 a year to run.
All case studies
Guides and thinking
Field guide · No. 03
The ERP Field Guide
For leaders running an ERP programme where the platform decision is made and the operating-model work is not.
Field guide · No. 02
The Transformation Leader's Field Guide
The postures, artefacts and governance discipline that separate a programme that ships from one that compounds.
Field note · 3 min
The operating model comes after the system. It never does.
A programme cannot skip the operating model. It can only skip designing it.
Field guide extract · 5 min
The illusion stack.
Four things that make a programme look successful while the value leaks out the back.
Related services
Governance
How the business runs on the systems once they are connected, and who decides what an agent may do.
Leadership and Delivery
Running the program that lands these systems.
Capability Uplift
Your own people, able to hold the boundaries after we leave.
Move forward with confidence.
If you are planning a system migration, portfolio reset, or complex multi-vendor delivery, we can help you make the trade-offs, establish the governance, and build a way of working your team can sustain.