Production
One of the most common risks is the slowing down or temporary interruption of business operations during the transition phase.
This can be managed through a phased or modular rollout of the new system and ensuring compatibility with legacy systems. A rollback plan is also a crucial part of preparing for unsuccessful implementations.
Manage the transition in phases – and ensure that the old system works alongside the new one during the transition.
If the business goals of the transformation are not precisely defined, modernisation can easily turn into a technical project without a business foundation. Technical development must always serve strategic objectives – and chosen approaches should be tested in a limited PoC or MVP phase.
Define the direction clearly from a business perspective.
Addressing too many issues simultaneously leads to complex solutions. It's better to start with the most critical functions and move forward step by step, prioritising them.
Choose technologies and architectures that support iterative progress – avoid chaotic “big bang” approaches.
Start with the most critical problem and proceed in stages.
If the system's usage and development rely on one partner, the flexibility and willingness to change in the future suffer, as the vendor has full control over dictating costs.
This can be mitigated by favouring open standards, documenting integrations and ownerships clearly, and negotiating exit terms in contracts from the beginning.
Ensure technology and partner independence from the start.
A significant driver for system modernisation is the need to reduce vulnerabilities. However, it’s important to note that the work inevitably opens up new interfaces and could weaken control unless security is included in the design from the start.
Audits before and after implementation, role-based access management, and consideration of GDPR requirements are minimum-level assurance actions.
Include security and data protection as a design baseline.
The biggest risks in adapting to a new system are often human: users do not engage, do not understand the benefits, or find the system cumbersome. This can be addressed by involving users in co-development from the very beginning, demonstrating tangible benefits in daily work, and providing adequate training and support.
Activate users from the start.
A technology project always comes with a set of risks, some of which are more likely than others. The risks can be internal or external. Most software has integrations with other services and is susceptible to any problems that these third party products might encounter.
Base the schedule and budget on realistic phasing.
Transferring data from legacy systems is challenging if the data quality, structure, or migration strategy are unclear. The transfer should be piloted, and a clear fallback and audit plan should be built before full-scale migration.
Validate, test, and ensure transfers in phases.
To prevent other business development from stopping during the modernisation process, build a two-track model where system development and continuous business support progress concurrently. System modernisation should not be left as a side task for individual people.
Separate the system modernisation work from continuous business support.
A system can be modernised – but still become stagnant. This can be avoided if maintenance and continued development are considered in the planning phase: responsibilities are clearly defined, version control is implemented, and the system is built from the ground up to be continuously adaptable.
Build lifecycle thinking and continuous development from the start.
It makes sense to approach system modernisation as a strategic undertaking that affects the entire organisation. This mindset should guide every key decision in the project.
Thorough preparation does not mean that every risk must be resolved in advance. Rather, it improves the ability to direct development in line with objectives, to tolerate occasional uncertainty, and to move forward purposefully, step by step.
Whether it is an update to a single function or a complete rebuild of the architecture, the key is to start in the right way: keeping the focus on the business goals and with a clearly defined plan for phasing and responsibilities.
No matter where you are on your digitalisation journey, we encourage you to get in touch.
Office Coordinator
vilma.merikanto@taiste.com+358445568459Have a question related to events, co-operation etc.? Our Office coordinator Vilma is happy to help.
Considering applying to work at Taiste? Our HR Manager Laura can aid you with any questions you might have.
