Evaluate different technologies and platforms to select those that best suit your goals.
Need new technology?
Okay. But how should the selection process be structured? What are the decisive criteria? Who should be involved in the decision-making process, and when should experts be consulted?
With more than two decades of IT project experience, I have often seen how unstructured technology selection can lead to significant challenges and frustrations. In this article, I would like to highlight some important aspects that should be considered when selecting new technologies.
Involve stakeholders
If it is clear why a change is necessary and desired, there will be more internal support. If this is not done, it will result in dissatisfaction and resistance at the latest after implementation. New technology and the accompanying standardization are perceived as a loss of flexibility, creativity, and individuality. Even if it is exhausting, involve users and specialist departments at critical points.
Clearly define the goal and measurement
Without defining the main objective, you will not be able to evaluate later whether, for example, a deviation of the tool from the standard—i.e., customizations—is justified for objectives that were not actually defined as main objectives. The same applies to determining the key performance indicators that are best suited to measuring these objectives. Comparing defined KPIs during or after the transformation with the original KPIs will help you evaluate the success of the technology change later on.
The most important criteria for
TECHNOLOGY EVALUATION
expenses
Highly customized software or hardware purchases and many on-premise solutions increase your investment costs (CAPEX) in particular. These secure and long-term, predictable investments contrast with the mostly short-term, cancellable ongoing operating costs (OPEX) that are often found in standardized SaaS offerings from the cloud. This needs to be carefully considered and should fit in with the company's overall investment strategy.
Compatibility & Integration
The new technology must be able to complement other existing technologies or replace outdated technologies, while maintaining compatibility. Its goal should be to integrate as quickly and seamlessly as possible into existing infrastructure and processes. I had a case where a piece of software only worked to its full potential in combination with certain browsers and versions. However, this was not intended as standard by the internal IT department. Even small details like this can sometimes make a difference. If you work with well-known providers, you can assume that updates will ensure synchronization with newer technologies throughout the product's lifetime, allowing you to remain flexible. Internally, you can assess the "fit" with the desired technology stack and thus the future viability.
potential
Can your company leverage new opportunities for providing products and services with the new technology? Will you become faster? Will you offer more service or quality? As a team, you should evaluate the scope of application, the impact, and the business potential.
user-friendliness
Ultimately, a technology will only be accepted if it is easy to use. This applies both internally and to external customers (such as in a web shop or similar). If requirements can be met quickly and the technology is used effectively and efficiently, then it can be considered a success. It is beneficial if internal expertise on the technology is already available. If you have to purchase or train this expertise, complete technology integration will take more time and be more expensive.
investment security
If you rely on established technology providers such as IBM, SAP, AWS, or Microsoft, you can assume that their products will still be around in the future and will continue to receive support. If, on the other hand, you rely on niche products from startups, there is always a residual risk that prices will change significantly, the products will no longer be developed or even withdrawn from the market, and you will be forced to take action again.
Application
Here, too, the objective comes into play again. In other words, the question of whether a technology really meets the technical requirements perfectly. I remember, for example, a large insurance company that actually needed a customer relationship management (CRM) system but purchased a pure document management system (DMS) instead. Subsequently, the "small DMS" was repeatedly enhanced with individual CRM functionalities, which was both time-consuming and expensive. Ultimately, it would have been much easier, faster, and more cost-effective to use a CRM system directly and connect it to the DMS. In this case, the requirements were not adequately defined, and it was very costly to fulfill them later on.
Legal, Security, and Privacy
Those who anticipate and understand the legal implications of new technologies at an early stage are better prepared. This applies to the GDPR issues we have already learned about and is even more relevant now due to the latest developments surrounding the European AI Act. Today, many services are more accessible and better connected, but these developments come with higher security and data protection risks. Hacks can lead to huge fines and ransom payments. External security experts can help identify vulnerabilities in your system security.
Conclusion on the selection of new technologies
Selecting new technologies can be a challenging task, but it is crucial to the success of a business.
By considering the criteria above and ensuring that all relevant stakeholders are involved, you can structure the selection process and have a good chance of a smooth transition.
Don't forget that early consultation with experts and a thorough review of your plans are essential.
If you need assistance in selecting and implementing new technologies, we are happy to help. Contact us to discuss your requirements and develop customized solutions for your business.
