One of the most critical decisions a growing company can make is the introduction of new technology into its business. There are so many things to think about when considering an
Technology is the engine that drives corporate productivity.
Price-driven, fire-aim-ready technology deployments are proven to fail. Company decision makers unable or unwilling to commit to do the job right are asking for trouble-and that's what they typically get, along with very costly fixes. Reasons abound, but most often it boils down to the basics: budgetary mandate to go as cheap as possible and to implement in an impossibly-short time period. While cost and time efficiency certainly factor into the final equation, they should be guidelines, not primary decision-making drivers.
Before making determinations about either, commit to researching what's needed in scope, time, and money. Then, and only then, establish a timeline and budget for the process. Instead, what often happens is a dramatic call for sweeping improvement. Technology is thrown at the problem as a quick-fix. Companies substitute the technology itself for sound business process.
Quick-fix thinking isn't anything new. From the time the innovative General Hannibal implemented new technology (elephants) to enhance his ability to wage war, management theorists have recommended wave after wave of performance improvement and technology strategies to gain the competitive edge. Noble intentions drive these efforts, and each may address a part of the problem. If the goal is to symbolize to employees, customers, and shareholders that management recognizes the challenge and is doing something about it, then any of these campaigns will do the job. However, piecemeal approaches purported to be the answers to technology issues can be as dangerous as no response at all, as they can absorb resources and detract from the true needs.
This is confusing; so what does a person need to think about to get started? A few years ago Deloitte and Touch surveyed hundreds of companies who had recently purchased a new ERP system; what was unique about this survey is that D&T separated out the respondents' criteria into first time and second time purchasers to determine if experience changed purchasing criteria.
|Top Ten Criteria for Selecting Software||2nd Time||1st Time|
|Vendor’s track record of performance||2||10|
|Software’s ability to fit the business||3||4|
|Growth potential of software||4||7|
|Price of the software||5||1|
|Quality of documentation||6||9|
|Functionality of the software||7||5|
|Ease of use||8||3|
|Software works with existing hardware||10||6|
If you look at the second time column, (experienced purchasers), solution provider support and
This last criterion is the reason
by BroadPoint Technologies -