IT leadership thought a dozen systems had been retired. They hadn't.

The Situation

A growing organization had accumulated systems and data sources over years of expansion, and no one — including senior leadership — had a fully accurate picture of what was actually in use, how it connected, or who owned it. Assumptions about the technology environment turned out to be wrong in ways that mattered: systems believed to be retired were still active, and dependencies between systems weren't documented anywhere.

What Glymr Did

Glymr's Data Landscape Mapping covered more than 300 systems and data sources, tracing how data actually moved between them rather than relying on how it was supposed to move according to outdated diagrams or institutional memory. The exercise surfaced critical dependencies tied to systems slated for replacement, and gave the organization a documented source of truth it could use going forward.

What Glymr Found

• More than a dozen systems still in active use that IT leadership believed had already been retired
• Simplification opportunities and redundant capabilities across the broader systems inventory
• Critical dependencies in a key system that was scheduled for replacement, discovered before they could cause a disruption
• Immediate opportunities to eliminate redundant systems, including one consolidation that produced measurable annualized savings

Result

Leadership gained an accurate, shared picture of the organization's technology environment for the first time — closing a gap between what executives believed was true and what was actually running in production. That picture became the foundation for subsequent system consolidation, cost savings, and more confident technology planning.

Related Reading

Data Landscape Mapping is frequently the starting point for Process Mapping — once the systems and data are visible, the next step is understanding the work built around them.