I previously discussed how to identify the business need when evaluating new technologies; this installment discusses how to create buy-in from various stakeholders.

STEP 2: Gain buy-in

This is one of the most important – and most overlooked – parts of the process of sourcing new technologies. Some of the obstacles we've observed to obtaining strong buy-in are::

• Tech adoption occurring in a reactive manner after an issue surfaces, seeking to place a bandage on the problem without a full understanding of both the challenge and the solution. In this case, a sense of urgency will supplant the need for a well thought out approach, when ideally the process should be fueled by a sense of urgency but follow a process and be inclusive of all stakeholders.
• Alternatively, buying decisions are sometimes reached out of initial curiosity (think shiny penny), without appropriate thought toward the overall technology roadmap. This can create issues down the road and disrupt the achievement of other important initiatives. It may also send the message that stakeholder buy-in isn't a priority, creating skepticism or resistance.

These missteps waste time and create an inefficient assessment process. Failure to obtain buy-in with a strong process can also hinder innovation; both internally because it dismisses stakeholder input, and externally because it excludes potential technologies that may be a better solution. For example, a small and scrappy startup may be overlooked in reactive or shiny penny mode, but may actually be a better fit due to their ability to be nimble.

Once the pain point has been identified and analyzed (see the first installment of this blog series), it's time to get others on board.

Gaining buy-in is critical to ensure that everyone is working toward the desired outcome. When stakeholders understand there is a defined need, a defined process and defined roles, they are able to become invested in sourcing and implementing a solution. When everyone understands the issues, objectives and ultimately the solution, you have a collaborative team working toward success.

In these situations, some type of decision-making matrix is extremely useful. One of my favorites is RACI - Responsible, Accountable, Consulted, Informed. By identifying who will fill these roles early in the process, and making sure everyone fully understands their respective role, you can better establish alignment across the business. This will also help identify the buying committee members. This should not be no more than 4-5 people and it should consist of decision-makers with varying disciplines and levels of influence.

Next Steps:

• Create a decision matrix
  • RACI or similar matrix to provide better communication and structure around the buying process
• Have impacted teams identify pain and prioritize features
  • Not all potential solutions will have the same features or depth; prioritizing in advance will aid in making informed, impactful decisions
• Form a committee to save time and streamline decisions, but ensure that the team is nimble and able to move quickly
  • Consider whether or not your committee will need a project leader to capture decisions and next steps
• Create the buying process steps and share them with providers
  • Documenting these steps will be invaluable in keeping the project on track

Questions to ask:

• Who signs off on each step of the process?
  • This will help maintain forward momentum, or identify when a step may need more clarity
• How are differences of opinion handled?
  • Again, deciding this early will keep the project moving
• Who makes the final decision?
  • There should always be a project owner with the authority to lend full approval

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Stay tuned for our next installment in the Pioneering Progress series, "Step 3: Determine Budget."