ERP Integration

Build Flexibility Around a Stable ERP Core

Many companies standardize around a single ERP to simplify control and reduce tool sprawl. But when applied too broadly, this approach can limit flexibility and lock in complexity.

We treat ERP as one component in a larger system—not the center of it.

We help clients avoid over-integrating strategic capabilities and instead shape integrations that preserve adaptability and deliver targeted value.

We define what should be standardized, what should stay flexible, and how to sequence delivery without getting trapped by platform constraints.

The result - a more agile business that gets the benefit of ERP without becoming dependent on it.

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Make ERP Work for the Business, Not Around It

Clarify which capabilities to integrate, modernize, or defer so ERP effort is focused where it drives value.

Reduce risk and complexity while preserving the flexibility to evolve beyond the platform.

Align Teams & Architecture to Strategic Value

Organize integration around business-critical capabilities with modular interfaces and shared accountability.

Enable flow, reduce bottlenecks, and build a delivery system that adapts as strategy shifts.

Deliver High Value Integrations With Confidence

Execute change in measurable, testable loops, proving real-world value every step of the way.

Keep business logic portable, scale integrations incrementally, and help teams learn as they go.

Run With Flexibility, Govern With Confidence

Make ERP part of a composable system that evolves with the business.

Equip internal teams to steer future improvements without starting over.

Agility Where It Counts Most

Business critical domains retain flexibility to evolve, enabling innovation and sustained delivery without ERP constraints.

Efficiency Where Standardization Makes Sense

Commoditized areas follow standard ERP patterns, cutting waste and reducing the burden of unnecessary customization.

Investment that Tracks to Business Value

Resources flow to the integrations that drive real performance, improving returns and reducing program noise.

Structure that Protects Integrity

Integration teams align to key business capabilities, minimizing handoffs and preserving product team effectiveness.

Ownership that Stays Inside the Business

Internal teams govern and evolve the integration layer, reducing vendor reliance and enabling long-term adaptability.

Results From the Field

LiminalArc Helps a Global Automotive Company Align ERP Integration to Strategic Business Outcomes

Results

Internal teams built fluency in ERP delivery, improving continuity and reducing reliance on external partners over time.

Delivery decisions became more traceable to business outcomes, reducing rework and increasing program resilience.

Integration stayed on track and aligned to strategy thanks to a more adaptive delivery model, even as divisional structures evolved.

The Situation

The client, a global automotive company, was executing a large-scale SAP rollout across multiple divisions, supported by a leading systems integrator and internal delivery teams.

Integration efforts struggled to reflect evolving business priorities, as decisions were largely driven by platform scope rather than strategic outcomes.

Functional stakeholders, across business, technology, and delivery, operated in silos, limiting alignment and introducing costly handoffs.

Shifts in divisional priorities created friction and rework, with limited ability to absorb change in the existing program structure.

Core Challenges

Siloed Operations

Limited Business Alignment

Costly Handoffs

Recognizing the need for greater coherence and business alignment, we partnered with the client and systems integrator to help steer the program toward value delivery.

Our Approach

We align ERP integration to real business structures, embed it within the broader transformation effort, and deliver value through clear, coordinated execution.

Worked with systems integrator and client leadership to align ERP integration teams to the company's real-world business capability structure, avoiding the trap of organizing around vendor delivery models or rigid ERP constructs.

Embedded the client's ERP workstreams into our System of Delivery ensuring consistent planning, coordination, and governance across both new and existing transformation efforts.

Extended governance across divisions to maintain alignment with the broader enterprise transformation goals, minimizing disruption, improving predictability, and enabling shared decision making.

Executed integration in small, measurable iterations accelerating progress, reducing rework, and enabling the business to realize value sooner and with greater clarity.