Selecting new software platforms to run your business on is a project, and it’s why so many companies stick with legacy options that suffice but lack modern capabilities and functionality. It’s also why the habit of “bolting on” newer applications to aging platforms is so darn popular: It’s easier, cheaper and gets you at least some of those newer capabilities.

But there comes a time in every business’s life when a major software replacement can’t be put off any longer. Maybe the existing platform isn’t keeping pace with the company’s growth, doesn’t integrate well with newer systems or has gotten expensive to maintain.

That’s when the real project begins. There’s early legwork to do, RFPs to send out, demos to sit through, evaluations to conduct and current customers to talk to about how well the systems perform for them. An internal team or outside consultant may spend months whittling down the field before picking the best option.

But the selection process doesn’t end there. Now you have to think about who’s going to implement the new system. Some vendors handle this themselves, but even if they do, that’s not always the best route when ERPs and CRMs have to be connected to existing applications, customizations are needed and decades’ worth of data has to be migrated to the new system. Add configuration, testing and user training to the list, and you get the picture.

What does a systems integrator do during software implementation?

Enter the systems integrator, or a company whose sole mission is to connect those dots for a successful go-live and, in some cases, maintain and optimize the system over time. But because the software selection process itself is so lengthy and involved, the same energy doesn’t always go into integrator selection.

This can become a weak point in an otherwise careful selection process, says Daniel Preston, founder of LiveInCare USA, a B2B and B2C care-matching marketplace. He’s handled numerous software implementations and feels that the integrator often matters more than the technology itself, but not all companies understand this.

“Executives think they're buying technical implementation,” he says, “when what they really need is someone who can translate business requirements into a working system and identify the gaps between different technologies, processes and teams.” This is where the integrator steps in to help define basic requirements, challenge assumptions and make important configuration, integration and data migration decisions.

That last point is especially important because data migration is considered one of the most difficult aspects of any software integration. Companies will often have years or even decades of data to migrate to their new systems, with the expectation that those new platforms will be able to “pick up” where the old ones left off. Ladane Omar, principal at The Omar Company in Baltimore, says this rarely happens, but a good integrator can help smooth out those bumps. Once the internal data is cleaned and approved (usually by the customer’s own IT team), the integrator maps it to the new system and addresses any other issues before system go-live. 

When do you need a systems integrator for a software implementation? 

Unless you have an internal IT team that enjoys sinking its teeth into complex software rollouts, an integrator will handle most or all of these details. Preston says the internal approach works for relatively standard implementations where the IT team understands the software, and there are “few dependencies on other systems” (i.e., the new platform doesn’t have to hook into a long list of existing applications, databases or processes).

In most other cases, an integrator will serve as the quarterback for the implementation. These companies come in different shapes and sizes. Some operate as certified or authorized partners for a specific software vendor, while others specialize in a particular software category (e.g., ERP, CRM or warehouse management systems). Another group is completely brand-agnostic and may recommend, implement and connect products from multiple vendors without any specific allegiance to any of them.

There are also integrators that specialize in certain industry verticals, mainly because their people spent years in those sectors and understand how they operate. So this gives you some choices: go with a partner that knows one specific platform inside and out, a specialist that works across several systems in the same category or an independent firm that isn’t tied to any one vendor. 

Omar recommends the independent route for projects that involve multiple software systems or when you need someone who can look beyond one single vendor’s offerings. Maybe you’re putting in a new ERP but also want to keep Salesforce, or you’re implementing a transportation management system but want yard management handled by a separate platform. 

In those cases, an integrator partner that can connect the dots between systems and not just push one vendor’s entire product lineup may be your best bet. “Their loyalty is to your business, and they’re not married to a specific software vendor,” says Omar. “If a cheaper or simpler tool is out there that fits your needs, the independent integrator will tell you honestly.”

There’s also a case for going the other way. Let’s say you’re implementing a new human capital management (HCM) system and want to eventually add more of the vendor’s product line. In that case, a certified partner for that vendor may make more sense. Those firms usually know the software inside and out, have direct access to vendor resources and spend most of their time working with the same platform.

Omar says that route can also feel like the natural next step after the software purchase. In other words, it won’t feel like a whole other “search and select” process. The vendor may already have an implementation team or a network of partners ready to step in, which can simplify the handoff from purchase to implementation. Before defaulting to that option, make sure the vendor’s partner can handle everything your project requires.

What should you look for when choosing a systems integrator?

Regardless of which route you take — vendor, certified vendor partner or independent integrator — there are some basic qualities you should look for when evaluating your options. Preston and Omar recommend starting with these five:

Find someone who’s not afraid to push back.

Strong communication and transparency matter, but you also want someone who’s willing to challenge your assumptions. Preston says an integrator who agrees with every request can be more dangerous than one who occasionally tells you there’s a simpler way to get the same result.

Look for industry experience.

Omar recommends finding someone who already knows your sector, so you’re not paying them to learn it on the fly. That can be especially important in industries with specialized processes, regulations or operating requirements.

Find out how they handle bad news.

Ask how quickly they raise problems and how direct they are when something goes wrong. “Does this person deliver the bad news early and honestly?” Omar says. “Bluntly, whether you want to hear it or not, the bad news is up front.”

Make sure there’s depth behind the account.

You don’t want one person to become the only source of project knowledge. Omar recommends making sure there’s backup if someone gets sick, takes a vacation or leaves the company, so the implementation doesn’t come to a halt.

Understand who they’re working for.

A brand-agnostic integrator can start with the business problem instead of assuming one product has to solve every problem. “That doesn’t automatically make an independent integrator better,” Preston says, “but executives should always understand where an adviser’s commercial incentives [lie].”

What questions should you ask a systems integrator before implementation?

Once you’ve picked an integrator, it’s time to get frank about what can go wrong and how those issues will be handled. That communication should flow both ways. If it doesn’t, you may want to restart your search.

“Good implementation partners tend to ask a lot of uncomfortable questions before they start giving confident answers, so certainty without discovery is always a major red flag for me,” Preston says. “If someone can promise the timeline, cost and solution before they’ve really understood your existing systems and business processes, I’d be very cautious.”