Why Do Enterprises Always Get Stuck in System Integration? An In-Depth Guide to Development

Why Enterprise System Integration Often Fails: Three Hidden Risks Most Often Overlooked

Most enterprises approach system integration with the assumption that "it shouldn't be too hard": just push data from System A to System B, ensure System C syncs up, and the whole process should run smoothly, right? However, once the project begins, reality hits: every system operates on its own underlying logic, and these logics are rarely naturally compatible.

Failure typically doesn't stem from poor coding, but from a lack of sufficient information for decision-making before the project even starts. The three most common hidden risks include:

1.Underestimating Historical Baggage Even if ERP, POS, or membership systems appear to be functioning normally, their internal data formats may be inconsistent, filled with duplicate fields, or burdened by years of accumulated erroneous data. If this data isn't cleaned prior to integration, the new workflows simply cannot function.

2.Misunderstanding API Capabilities Most external SaaS or legacy system APIs were not designed with integration as their primary purpose. While many claim to have "Open APIs," in reality, they often only allow partial data access, suffer from slow response times, or have strict usage limits. This forces the integration logic to rely on convoluted workarounds.

3.Ignoring Organizational Complexity Integration projects often involve IT, Marketing, Operations, E-commerce, Retail, and Supply Chain departments. Each department has different KPIs and interprets "data" differently. Without clear process alignment across these teams, no amount of coding will make the system work.

Ultimately, integration is difficult not because of the technology itself, but because it involves the intricate details of data, processes, departments, and decision-making. If an enterprise fails to identify these hidden risks from the outset, the project is almost guaranteed to get stuck halfway through.

The Reality of Enterprise IT Environments: The Complex Web from ERP and CRM to IoT

Enterprise IT environments are rarely built from scratch; most operate under the condition of "inheriting legacy systems while reinforcing with modern ones." ERP, CRM, POS, payment gateways, logistics, e-commerce platforms, apps, and IoT devices are often procured at different times, based on different budgets and requirements. While each system functions independently, they speak different languages, use different data models, and envision workflows differently.

For instance, ERP logic is typically designed for stability, requiring complete transaction cycles to update data. CRM, on the other hand, emphasizes behavioral data and member interaction. IoT devices demand real-time updates, while e-commerce backends prioritize the speed of order flow. Only when these systems are expected to "collaborate" do we discover that each system understands the same event in a completely different way.

Enterprise IT environments typically exhibit the following characteristics:
System proliferation, scattered data, inconsistent formats, overlapping processes, and complex maintenance.
This is precisely why System Integration (SI) exists.

When an enterprise aspires to achieve a "Unified Data View," implement "Cross-System Process Automation," and "Reduce Manual Operations," integration is no longer an option - it is an inevitable necessity.

The Core Challenge of System Integration: The Triple Contradiction of Data, Process, and Architecture

Integration often appears to be merely about data exchange, but the real challenge invariably stems from the contradictions between Data Logic, Process Logic, and Architecture Logic.

• Contradictions in Data Logic arise from inconsistent field designs across different systems. Even if two fields share the same name, their underlying meanings and definitions often differ.
• Contradictions in Process Logic stem from discrepancies in how different departments operate. Examples include the sequence of inventory updates, criteria for member identity verification, or rules for splitting orders.
• Contradictions in Architecture Logic involve technical constraints such as system update frequencies, response speeds (latency), API rate limits, data retention policies, and even the ability to support asynchronous integration.

Truly successful integration is not simply about ensuring data "gets across," but ensuring data "works correctly" within the new context.

This is precisely why integration requires consultative understanding and architectural planning, rather than just mere engineering execution.

APIs Are Not a Silver Bullet: The Most Common Myth in Enterprise System Integration

When planning system integration, the first thing many enterprises ask is often: "The other side has an API, so this should be quick, right?"

However, an API only provides the capability to exchange data; it does not guarantee that the data will function correctly. Many SaaS platform APIs offer only basic CRUD (Create, Read, Update, Delete) functionality or one-way reading, which is completely insufficient to support complex business workflows. Furthermore, some legacy systems may even require web scrapers, database proxies, or third-party middleware to achieve connectivity.

What enterprises truly expect is "Automation," but what APIs provide is merely a "Data Tunnel."

Whether automation can be achieved depends entirely on extensive backend design, including process logic, data cleansing, error handling, data consistency, and access control. This is exactly why integrating two systems that "both have APIs" can still vary vastly in difficulty and complexity.

The Enterprise Tech Map You Must See Before Integration: How to Decode Your Current System Landscape

Before initiating integration, enterprises must first grasp their own technical infrastructure. This entails identifying data sources, update pathways, dependencies, permissions, synchronization frequencies, and failure risks across all systems. This technology map dictates not only the integration strategy but also the associated costs and risks.

A well-constructed technology map prevents unnecessary expenditure and ensures that every step of the integration process remains fully under control.

When Enterprises Are Ready to Invest in System Integration: Key Decision Factors for Executives and PMs

The most frequent question from Project Managers and executives is not "Can it be integrated?" but "Will it run stably after integration?" The true critical factor is not merely whether the project can be delivered, but whether it is sustainable and maintainable in the long run.

The decision-making process typically focuses on these core questions:

• Will integration make workflows clearer and more streamlined?
• Will data consistency be significantly improved?
• Will it effectively reduce manual labor and operational errors?
• Can the architecture scale to support the enterprise's growth over the next three years?

These are not engineering problems; they are challenges of management and business strategy.

How to Estimate System Integration Projects: From Scope and Complexity to Risk and Operations

Budgets for integration projects typically fall between 800k and 5 million (TWD). The variance depends on several factors: Number of systems, complexity of data flows, API quality, data volume, workflow difficulty, risk control requirements, the need for a middleware layer (Middle Platform), IoT involvement, data cleansing needs, and the inclusion of technical consultancy.

Enterprises should not merely ask, "How much will this cost?" Instead, they should ask, "How much in operational costs and errors will this save me annually?"

The true cost lies not in the project budget itself, but in the operational chaos and endless rework that result from a poorly executed integration.

Successful System Integration Is Not About Technical Elegance—It Is About Business Operability

For an integration project to successfully "land" and deliver value, it must simultaneously satisfy three criteria:
Unified Processes, Trustworthy Data, and Stable System Operations.
None of these three elements can be missing.
Integration is not merely a technology; it is a management capability and, fundamentally, a corporate culture.

Integration Is Not a Cost, But the Cornerstone of Competitive Advantage

In an era of rapid transformation driven by AI, Cloud, and digitization, enterprises cannot achieve precise management, automation, or true growth without consistent data and interoperable systems. System Integration (SI) is the fundamental engineering that propels a business into the future. To invest in integration is to invest in efficiency, decision quality, competitiveness, and your future.

TWJOIN Technology assists enterprises through every stage - from current status analysis and architectural planning to technical integration and long-term maintenance. We ensure your systems are not just "usable," but are capable of "truly driving business growth."

We understand on-site operational workflows, facilitate cross-departmental collaboration, and reorganize chaotic technical architectures. Through a consultative approach, we ensure the integration "lands" successfully - from initial requirements to ongoing operations.

We emphasize not just development capabilities, but a holistic strategy including:
Decision Support, Technology Planning, Process Design, Data Governance, API Architecture, Middle Platform Implementation, and Long-Term Operations.

Integration is not a one-time project; it is the fundamental infrastructure of business operations.