Installment 6 of Rethinking Tech Adoption in Multifamily, From the Inside Out

In the first five installments of this blog series, we discussed how to identify the business need, how to gain buy-in from stakeholders, how to determine your budget, the best methods for researching potential tech providers, and the necessary steps for viewing product demos. In this sixth installment, we'll discuss taking action by making the buying decision and establishing clear expectations.

By now, you've invested a great deal of time and resources into the buying process. The crucial next step is to make a decision and not delay. Time can kill good processes, as well as shift priorities. It's important to avoid analysis paralysis and move forward with confidence. Here's how you can ensure you're making the best choice for your organization.

Break Down the Decision-Making Process

 1. Clarify the Criteria for Decision

When finalizing your decision, it's imperative to align it with the goals you initially set out to achieve. Ask yourself: Does this product meet the core business needs identified early on? Does it solve the problems stakeholders are facing?

Beyond functionality, evaluate factors like scalability, ease of integration with existing systems, and the supplier's reputation for support and responsiveness. It's essential to assess these factors holistically—looking at long-term benefits over short-term gains.

Preventing Decision Paralysis

As noted earlier, dragging out a decision can lead to lost momentum or shifting priorities. A well-planned process can still stall when there's too much back and forth. Set clear deadlines for each stage of the review process and stick to them.

One tip is to assign a point person to oversee the final decision-making process. This individual should be responsible for gathering all relevant data from demos, internal discussions, and end-user feedback to present a clear comparison of the options. your text here ...

Balancing Emotions with Data

While removing emotion from decision-making is essential, emotions often indicate excitement or trepidation about a choice. Leverage emotions productively by discussing any fears or hesitations the team has. Pair those discussions with hard data—ensure your decision isn't purely based on gut feelings but supported by facts.

Supplier-Partner Relationships: More than Just a Transaction

1. Giving Feedback to Unselected Technologies

It's a professional courtesy to inform unchosen suppliers why they weren't selected. This not only builds goodwill for future partnerships but helps these companies improve their offerings. A brief conversation or a well-written email outlining key reasons for your choice can go a long way.

Here's a suggested template for informing non-selected suppliers: "Thank you for your time and effort during the demo process. While we ultimately went in a different direction, we were impressed with [a specific feature]. Our decision was based on [your reasons, such as lack of clear ROI, integration challenges, lack of a key functionality, etc.]. We hope to have the opportunity to work together in the future."

Preparing for Implementation: The Readiness Check

After making the decision, you need to prepare for a successful rollout. Appoint a project manager or team to oversee the implementation, and work closely with the vendor to ensure timelines are clear. Regular communication between all parties—tech, operations, and vendor—is critical.

Ensure your team is prepared to handle the transition. Work with the new partner to develop an onboarding plan that includes training for all employees who will use the technology. The more time and attention spent here, the more likely you are to achieve quick adoption and long-term success.

Common Pitfalls to Avoid

Even after making the buying decision, there are pitfalls to avoid:

• Underestimating User Resistance: Be aware that not all team members may embrace new technology, even if it's the best solution. Ensure training and support are robust to minimize resistance and create an understanding of both why the decision was made to utilize the technology and the overall value.
• Poor Change Management: If the introduction of new tech isn't managed well, it can cause confusion and lower productivity. Create a clear change management plan that outlines how this new tech will integrate into current workflows.
• Skipping Post-Launch Reviews: Once the solution is in place, make it a priority to review performance regularly. Set benchmarks to assess whether the solution is delivering the expected results.

Conclusion

All too often, I've had conversations with industry leaders about frustrations and failures with choosing and implementing new technology – usually (and self-admittedly) because the process lacked both rigor and speed. By taking the above steps and following a structured approach to the buying decision, you'll not only choose the right technology but also lay the foundation for a smooth implementation that benefits your entire organization.