From data silos to actionable insights: Innovating within legacy constraints for the digital enterprise

MARKET VIEW REPORT

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Building the Bridge: Integration and Modernisation

With foundations established through robust governance, organisations face the challenge of connecting legacy systems with modern data platforms. Our research reveals practical approaches that deliver value while managing risk.

Pragmatic Integration

Stephen Warner from Arriva describes their practical approach: "We take a pragmatic approach to data extraction, working with any available format. While APIs might seem the obvious choice, they often prove more complex and costly than alternative methods.”

This sentiment echoes across sectors. Christopher Rowntree explains: "By centralising all our data on Google Cloud Platform, we've largely mitigated the need for direct integration between legacy systems. Instead of costly, time-consuming IT projects to integrate data into systems like Salesforce, we surface data from the cloud where it's needed."

By centralising all our data on Google Cloud Platform, we've largely mitigated the need for direct integration between legacy systems. Instead of costly, time-consuming IT projects to integrate data into systems like Salesforce, we surface data from the cloud where it's needed.

Christopher Rowntree

Director - Commercial Data Analytics | Product Management

Cloud as Catalyst

The move to cloud platforms emerges as a common thread. Nikos Balanis of CFC shares their experience: "We've implemented a consolidated data platform using Databricks as our central solution. Rather than having people access legacy systems directly, which can be challenging, we bring all the data together in one place."

However, this transition requires careful management. As Balanis notes: "We still maintain some on-premise SQL databases, despite being 90-95% cloud-based. Integrating these on-premise services requires substantial network engineering effort and specialised implementation strategies."

This integration extends to operational data as well. At Arriva, Stephen Warner describes combining location data with performance metrics: "We use GPS data when looking at where a train has decelerated. We've got a map where the operational team can see the speed over time on a graph. They can click on that little point and then the map opens up to show exactly where the train decelerated." This integration of location and operational data enables quick identification of potential infrastructure issues or operational inefficiencies.

We use GPS data when looking at where a train has decelerated. We've got a map where the operational team can see the speed over time on a graph. They can click on that little point and then the map opens up to show exactly where the train decelerated.

Stephen Warner

Head of Business Intelligence at Arriva Group UK Trains Division

Risk Management

A measured approach to risk proves essential. Dr. Ade Awonaike from rentt describes their method: "Rather than proposing expensive overhauls, I've found success in bridging legacy systems with modern platforms. During my time in financial services, we implemented a cloud data platform on Microsoft Azure that connected with existing infrastructure."

The AA's Raghava Krishna emphasises building on existing assets: "I think it's more pragmatic to build on existing data assets through middleware technologies and APIs. This approach strikes the right balance between extracting meaningful insights and maintaining system stability."

I think it's more pragmatic to build on existing data assets through middleware technologies and APIs. This approach strikes the right balance between extracting meaningful insights and maintaining system stability.

Raghava Krishna

Group Digital Technology Director at The AA (Automobile Association)

Proving Value

Success often comes through demonstrating value in specific areas before expanding. Stephen Warner from Arriva illustrates this approach: "We're doing top down of the most important, the most value, the most strategically, or the opportunities where we're renewing contracts, we get in, and we make sure."

Iqbal Adjali from Imperial Brands reinforces this point: "The legacy systems still provide lots of data, and that data can be transformed into extremely powerful insights. We are approaching utilisation of this data in an integrated approach."

The legacy systems still provide lots of data, and that data can be transformed into extremely powerful insights. We are approaching utilisation of this data in an integrated approach.

Iqbal Adjali

Head of Advanced Analytics at Imperial Brands PLC

Cultural Considerations

James Maunder from Unite Students highlights an often-overlooked aspect: "The stories we tell ourselves actually present the biggest obstacles. There are an awful lot of stories around things that can't be done because the technology won't allow us to do it, or because the data isn't fit for purpose. With those stories, it's incredibly helpful to approach them with a great degree of curiosity."

Jamie Worthington from Anglian Water reinforces this point with a fresh perspective on legacy data: "We need to shift the narrative in these data conversations. Just because data is of a particular standard doesn't mean it's poor. It means it was fit for purpose at the time and for the purpose it was designed." This mindset helps organisations focus on extracting value rather than dwelling on perceived limitations.

The stories we tell ourselves actually present the biggest obstacles. There are an awful lot of stories around things that can't be done because the technology won't allow us to do it, or because the data isn't fit for purpose. With those stories, it's incredibly helpful to approach them with a great degree of curiosity.

James Maunder

Director of Technology and Digital at Unite Students

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