As organizations around the world seek to “do more with less,” they are increasingly looking to integrate IT systems to eliminate redundancy and improve efficiency. Although point-to-point integration projects are sometimes necessary, putting a holistic integration strategy in place ensures that you are building a platform that can serve as a true foundation for future growth.

It goes without saying that different types of projects require different integration technologies. This is fine. An integration tool is very different from an integration strategy.

The foundation of an effective integration strategy is to standardize systems wherever possible. If every department within your organization has free reign to develop its own solutions with any technology it chooses, your organization will soon find itself awash in duplicate functionality -- not to mention an unwieldy number of systems that each require attention from IT experts.

To build an overarching integration strategy, therefore, you must first uncover enterprise-wide and multi-departmental needs, and then select the enterprise systems and integration tools that will best enable different departments to customize solutions for their specific needs.

I have seen many organizations do this successfully by following these three steps:

#1. Map Your Processes

Understanding business processes is an important first step in crafting your integration strategy. According to Bob Larrivee, Director and Industry Advisor with AIIM, “Most business processes are created serendipitously. They were never well thought out to begin with.”

Business analysts often play an important role in mapping existing processes and analyzing whether they are as simple, logical and consistent as possible. Of course, this step cannot be taken in a vacuum; whoever does the modeling must take the time to understand the needs of the departments that own and execute various activities.

For example, in order to define a standard methodology for content management, business analysts at Ramsey County, MN, conducted interviews with 500 county employees; reviewed document inventories created by every department; and reviewed each department’s network shared folder directory structures.

Organizations that want to effectively map a process should take their cues from Ramsey County and strive to determine needs, desired outcomes, start and end points, activities that are performed (and their correct order), the people that perform the activities and the documents/forms used and exchanged between functions upfront.

In addition, when it comes to the modeling phase, I recommend focusing on cause and effect rather than trying to force a fixed sequence into the process. While sequencing is important, large scale systems contain related systems for which a sequence is not necessarily predictable (like resource management or hiring temp workers), which is why it is necessary to focus on cause and effect.

Finally, remember to build flexibility into your approach. According to an Economist Intelligence Unit survey to uncover how organizations balance the need for the centralized control required to run an efficient business with the autonomy knowledge workers desire, 61 percent of respondents said that established processes occasionally or frequently interfere with the ability of colleagues elsewhere in the organization to respond to their requests.