What is consolidating on tunes
My role as outsider often leads to the harder, strategic question: are we Instead of sustaining existing features from one or both systems, you may retire both as a reboot to something new. As such, the mindset shifts to acquisition: what must we add from the weaker to the stronger system to best support all customers?Blowing up the old and starting fresh, bigger may be triggered by an external force — an executive mandate, brand refresh, or tech replatform. starting fresh, rationalization could dilute the value of both and integration becomes time-consuming. Worse, every product’s change will take a long time. Rationalization often indicates a predominant choice. Is the acquiring system willing to support more teams with more diverse needs likely less relevant to their current customer base?Acquired systems may bring weaker tools, processes, capacity and commitments from their leaders.Yet their core features may still be strong, as is their emotional tie to them.The approach appeals to sensibilities of separating concerns and making incremental progress.
In other cases, lines of business also create boundaries, such as a bank’s groups and apps for credit card, banking accounts, and loans.
An enterprise usually has many concurrent design systems. “We can do better,” an enterprise leader may say, “designing at scale.” And so they ponder: Consolidation takes effort, time, and an emotional capability to relinquish (some) control.