Interoperability challenges at the heart of IT systems
Organizations must deal with an ever-growing number of software, applications, data formats, and IT infrastructures. In this context, interoperability, i.e., the ability to streamline and orchestrate communication between the components of information systems, is becoming increasingly critical.
Agility and scalability requirements for IT systems are no longer reserved for large companies. Instead, every company must seek to:
- Connect applications within their information systems
- Monitor data flows and track responsibilities
- Accelerate and secure information flows within the IT system
- Ensuring reliability and data quality
What is interoperability?
Pacôme: “I describe it as the ability to establish communication between the software applications that make up a company’s information system, and even go beyond that to exchange data with partners. It’s one of the cornerstones of IT urbanization!”
Renaud: “Indeed, it’s the orchestration of inter-application exchanges. Structuring data transfer between the IT system applications simplifies and speeds up processes. Successful interoperability means seamless exchanges: users want to work on their business processes without being hindered by IT constraints.”
Davy: “I also use the term ‘Data Mediation’. This shows how varied the terminology can be. The deployment of an interoperability system quickly leads to the implementation of tools and technologies such as RPA, ESB, EAI, ETL, which facilitate the creation of links between applications.”
What triggers interoperability projects within organizations?
Renaud: “The primary need is to connect applications within the information system and orchestrate their data exchange flows. The trigger may be the difficulty of getting a comprehensive view of all the flows, and the issue of tracking governance and responsibility. People should ask themselves ‘Can I trust my data?’. In a context where applications are multiplying, data reliability is also a catalyst. Consequently, in addition to adding a Master Data Management tool, integration —and therefore interoperability—becomes imperative! A significant trigger is the deterioration of data quality.”
Davy: “The impacts aren’t limited to the back-office but rather affect the company’s daily activities! Another trigger is the long delays in data sync between multiple applications due to successive additions of point-to-point interfaces. We also see companies that lack visibility into what’s happening within their interfaces. They only realize something’s wrong when, for example, a business user points out that they recorded orders two days ago, and nothing has been triggered. The business impact is real: a 0-star customer experience. Interoperability is the main pillar of system monitoring.”
Pacôme: “Interoperability projects are generally tied to a desire to improve information systems. These deep changes require considering the system’s history. Typically, a tipping point is the creation of a digital transformation department or a change in the business model. Historically, many IT systems were built around an ERP, aiming to incorporate as many functionalities as possible into a single application. With business units increasingly involved in IT solutions, Information Systems are now evolving towards a collection of best-of-breed applications. This shift creates significant challenges for IT departments to maintain the applications and ensure interoperability. The IT department strengthens its governance role to ensure a their IT system remains consistent despite the growing number of business applications.”
Based on your experience, what key success factors and advice can you share?
Davy: “To succeed, you need both the solution and the perspective. This requires taking a step back from and getting the full picture of your IT system to understand all the flows, and identify improvements that can have a positive impact with limited effort.”
Pacôme: “I’m convinced that business units need to choose their tools and processes. However, urbanization issues come with great technical complexity. Business departments must work closely with the IT department to ensure technical oversight and governance. Otherwise, the complexity will be deferred to interoperability issues later on, leading to significant costs and delays. Interoperability projects also provide an opportunity for IT departments to consider the skills of tomorrow. The IT department’s scope is evolving: it increasingly guides business units, supports choices, and coordinates all stakeholders. Its governance role is key they have more of a global vision, that business units usually lack.”
Renaud: “Data Exchange projects require strong coordination. When the project manager has to facilitate communication between multiple vendors—Sage and Salesforce, for example—their respective integrators, and internal stakeholders, they must have solid negotiation and organizational skills. Overlooking this frequently leads to failure. It is important to set up a team that ensures the management and orchestration of all stakeholders.”
How does the partnership between data-major and Blueway create value for your clients?
Renaud: “As a partner, we have certified consultants on Blueway technology and its Phoenix platform. This creates trust with clients: they know that our teams will be able to untangle the most complex situations quite easily. We are also convinced of Blueway’s positioning at the crossroads between data governance, data flows, and processes. Our clients are increasingly looking to better control and centralize the management of their IT systems. Having a single solution to manage data, processes, and ensure interoperability meets this market demand.”
Davy: “Relying on partners who master our solutions to support integration provides additional reassurance to clients. We can focus on our core business: developing a unique, ever-improving platform. Their expertise and industry knowledge, for example, on Sage X3, facilitate projects and therefore the adoption of our platform. This is the kind of feedback clients expect. Companies sometimes think they can deploy independently and handle all the flows within their IT system themselves. However, the success of these projects usually requires support from technical experts like data-major professionals, who can interpret business processes and how they translate into data flows.”
