Audits · IT services · PE backed

    How four merged IT services companies narrowed 58 systems to the seven that matter

    After the merger, the group needed to move onto one Dynamics 365 platform. Mapping all 58 of their systems and recording how the work actually runs narrowed the job to seven core systems, with a working replica to test before anything cuts over.

    58systems mapped across four companies
    7core systems to migrate, from 58
    5 of 6core business processes recorded before the build

    Four companies, 58 systems and one platform to reach

    One of the four companies already ran the target stack of Dynamics 365 Customer Engagement, Finance and Operations, and Fabric. The others ran their own finance system, an on-premise CRM, a procurement tool, a bespoke invoicing engine, and Xero and Sage, joined by a custom integration layer nobody had touched in nine years.

    The same record was keyed into more than one system, which put errors into quotes, orders and invoices. Quoting meant copying and pasting out of distributor portals, and misclassified part codes distorted profit reporting. A greenfield rebuild was estimated at 15 to 18 months.

    The group chose to map everything, then test on a replica

    The group decided against both a long greenfield rebuild and carrying the old structures across as they were. It had Rig map every system and record the work first, then plan a clean copy of the target platform, populated and tested end to end before any cutover.

    “I very quickly started to get a sense, a mental picture of the full scope.”

    Executive, IT services group

    Every system and flow in one map

    All 58 systems, what happens to each one, and the integration flows between them sit in one live map built from the group’s architecture documents and working sessions. 38 of them were set aside as out of scope for now, which left the seven core systems behind the group’s day-to-day transactions.

    The real work, recorded screen by screen

    Live screen-share walkthroughs with the transactions team became a screen-by-screen reference for order to cash, with every field, number sequence and workspace linked to its source schema. Workarounds that only a few people knew about are now written down.

    Five of the six core processes are recorded: opportunity to order, order to cash, credit control, and marketing and pipeline, with the smaller companies’ finance close still to capture.

    Seven systems, each tested before it moves

    The seven core systems move in six migrations: the CRM, two marketing instances, the ERP, and the accounting systems at two of the smaller companies. Each migration gets two trial loads reconciled against the source and a rehearsal cutover before the real one.

    Duplicate fields are dropped rather than carried across, and each system’s full history lands in Fabric for reporting once it retires.

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