In German corporate IT, the fully integrated ERP system, in which all company processes are uniformly mapped, is the holy grail. Interfaces are avoided at all costs, and every step of the process is mapped in the uniform "OneCompany" ERP system, even for corporate groups that are so diverse that they have completely different needs. But how do you wisely choose the degree of integration and customization of developments?
I believe that core processes are what make my company's competitive advantage and it is therefore rarely sensible to adapt them to predetermined software or processes. However, customization may be sensible for secondary processes, and it is important to carefully choose the degree of integration.
Many believe that highly integrated systems are always the best choice, but that is not always true. When a system landscape becomes too complex, it can be more difficult to manage. The concept of a "Company OS" can be useful, but it is often only recommended for very stable corporate environments.
Implementation projects are often expensive and time-consuming, but less integrated systems offer the flexibility to exchange components and make changes without affecting the entire system. Modern technology also enables the handling of interfaces between different systems and taking ownership of our own data.
Therefore, I advise my company to carefully plan the system landscape, divide processes into primary and secondary ones, and choose the degree of integration according to our needs. An investment in the future viability of our data is an investment in the future of our company!