Intro: ERP – Everyone’s Romanticized Problem
In the tech world, “standardize, harmonize, simplify” is like the chorus of a hit pop song – catchy, overplayed, and everyone thinks they know the dance moves. This has been the soundtrack of my 13-year tech odyssey. But let’s be real, when it comes to ERP, it’s easier said than done
ERP Integration: A Comedy of Errors
Imagine gearing up for an epic journey to the heart of ERP integration, only to find out it’s more like a trip to the DMV. Business teams often start with grand visions but soon, it’s like they’re rummaging through an old toy box, asking, “Where’s my favorite gadget from the old system?” This ‘tool-centric’ drama turns the whole process into a sitcom, especially in France, where we’ve even created special roles – the AMOA (basically the ERP babysitters) and the MOE (the doers). But when things go south, it’s like a game of hot potato to find who’s to blame
The Real Pickle
The heart of the matter? We’re trying to juggle different business speeds in one ERP system. Is it an architectural faux pas? A business blunder? Or is it the ever-changing whims of CIOs and the consultants who couldn’t map their way out of a paper bag? But wait, there’s another player often overlooked – business capabilities
Business Capabilities: The Unsung Hero
Business capabilities are like that quiet kid in class who knows all the answers but rarely raises their hand. They’re action verbs describing what each business line does. Align these verbs with how fast things change and your governance style, and voilà, you get a new perspective on your IT landscape
The Mapping Marathon
Here’s where it gets juicy. The business capabilities exercise isn’t just about defining roles; it’s like a treasure map for all your applications. Picture this: a sprawling map where each ‘X’ marks a different app. The more organized this map is by business capability, the more agile and adaptable your company becomes. It’s like having a GPS for your ERP journey
The Speed of Change: More Than Just Fast Feet
The real magic happens when a company is organized by these capabilities. Suddenly, data becomes more decoupled, systems more stable, and your ability to pivot is like a dancer with ultra-flexible joints. It’s not just about moving fast; it’s about moving smart
The Three-Speed IT Disco
Enter the Pace Layer strategy, aka the Three-Speed IT, courtesy of the folks at Gartner. It’s like having three dance floors:
- Record Capabilities: The slow dance floor. Think ‘account payables & receivables’ – moves so slowly, it’s almost standing still. Global governance, zero impact on uniqueness
- Differentiation Capabilities: The regular dance floor. This is where companies show off their moves that make them different. Changes happen every 3-5 years, under the watchful eye of regional/global governance
- Innovation Capabilities: The rave. It’s all about experimentation with new ideas, changing as fast as every six months, with local governance calling the shots
Architectural Tango
The trick is to align your business moves (capabilities) with the right dance floor (conceptual layers). But here’s the twist: when companies face an ERP overhaul, they often go for the ‘clean core’ strategy. It’s like trying to tidy up your room by shoving everything under the bed – a good first step, but not quite there
Integration: The Tightrope Walk
In the world of ERP, integration is like a high-wire act. Too much of it, and you’re tangled in a web of complexity. Too little, and your systems are like distant islands with no bridges. Striking that perfect balance is an art – it’s about matching capability limits with their transcendental counterparts in applications
The Sound of Complexity
What do you get with all this? A symphony of budget blowouts, merger mishaps, and regulatory rigmaroles, leading to an overstuffed and tangled system
Conclusion: In Simplicity We Trust
Sure, we’ve got brilliant architects, but are we listening to them? Instead of constantly remixing the track, maybe it’s time to simplify the beat. Because, let’s face it, making things simple is often the hardest thing to do
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