The problem
We have bought a lot of things that seem to do the same thing. We have too many systems. If we remove three and reduce costs, we will have to run to the coffee machine at the same time. We live in both the old and new worlds. There are tools for everything, everywhere. Cleaning up the system flora is economically smart and everyone agrees – they want fewer tools and systems. But don't bother removing theirs.Why is it difficult?
Decisions are often emotional – even when we buy systems. When the market exploded with niche tools, the corporate card was “scraped up”. The consequences of system ownership were forgotten: backup, encryption, storage in a third country, the stability of the supplier. Work became easier – but the risks increased. The calculation is tricky: an expensive tool can be worth the money if it drives sales. A cheap home hack can also be worth it if it solves an urgent need. But the whole thing becomes fragile.Standard platform or best-of-breed?
There are two paths: collect on a standard platform and live with some compromises – or choose the “best tool” every time and deal with the integration and management costs. In practice, the answer is often a combination.Principles to keep
- Standardize in support processes. Put special and “weird” in the core processes where you create value. In times of downsizing, the intranet never wins, so don't build business criticism there.
- Be clear about the system owner role. If someone has purchased a tool that IT does not accept, then the responsibility remains there, including compliance with laws and frameworks.
- Distribute costs fairly. If a department requires its own tool, they bear the cost – including security, management, integrations, and support.
Ways forward – comprehensive solution
- System owner role on site: Clarify ownership until a proper handover is made.
- Fair cost sharing: Pay where the benefit arises – and budget for management.
- Portfolio overview: Map overlap, designate “go-to” solutions and define settlement rules.
- Governance before cleaning: Put principles and order first – remove/replace/negotiate in the correct order.
If you do nothing
- Double costs and difficult license negotiations.
- Increased risk: lack of backup, encryption and compliance.
- Messy everyday life with parallel processes and frustrated employees.
- Technical debt slowing down AI and automation initiatives.
When the foundation is laid
The portfolio is streamlined and decided: fewer tools, clear “go-to” choices and fair cost distribution. Exceptions are timed and justified. Negotiations become easier – and everyday life calmer.
This post is part of the series Common mistakes in the digital workplace.
