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Almost nobody arrives searching for "enterprise architecture". People arrive because the numbers do not agree, because the month-end close takes three weeks, or because they are about to buy a system and nobody knows whether the company is ready. Find the sentence below that sounds most like yours.
It works until two people open the same file, or until somebody sells stock that is already gone. The file is rarely the problem: the problem is that every team writes the same thing in a different place.
Sales reports one figure, accounting another, the warehouse a third, and the meeting is spent arguing which one is right. Buying another system does not fix that. Deciding which system owns each piece of data does.
You know what comes in and out of the bank, but not where the margin comes from. Usually what is missing is that the processes leave no trace, not that a report is missing.
The right question before signing is not which one to buy, but what has to be sorted out first so that what you buy is worth having. That answer takes fifteen minutes.
Statements in spreadsheets, reconciliation line by line, and reports built by copying balances. The leadership team decides with figures that are six weeks old.
A new version ships every year and custom code breaks in ways nobody sees until it runs. You can know exactly what breaks, with file and line, before asking for a quote.
A model on top of a process that is not sorted out automates the mess and makes it faster. The process first, the model after.
A camera stops recording and nobody notices until the day the footage is needed; the alarm lives in one system and the video in another. More cameras do not fix that: everything talking to everything else, and a system that watches itself, does.
Fair enough. ERP, enterprise architecture, process mapping: those are trade names for fairly concrete things.
You do not have to hire all of it, and you do not have to start with the most expensive part. This is the order in which the pieces hold each other up.
Fifteen minutes of questions tell you which stage the company is at and what to settle before investing. The stage and the profile are free.
Process mapping writes down how the work runs today and how it would run afterwards, and your team signs it before anyone touches a system.
If there are several systems, or something to build, the architecture map keeps you from buying the same thing twice.
With the previous steps signed, the implementation stops being a bet and becomes a plan with a scope.
If Odoo already runs and the only problem is the version, skip all of this and go to the upgrade radar.
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Describe the problem the way you would to a colleague, with no technical words. I will tell you what the first step would be, even if it is not something I sell.
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