“Companies can dramatically reduce costs and deployment times by customizing instead of building from scratch”
I agree here, but is it also true that customising = integrating and that’s hardly ever plug and play?
I’m trying to explain that to CEOs I work with and obviously they expect savings to occur on day one once vendor is onboarded, while in reality I doubt any such work will materialise savings before at least a year.
Leadership is looking for short-term fixes and offloading of complexity, so even a medium-term horizon is a tough sell.
For significant purchases, part of the justification should be delivered by the vendor. If the CEO’s expectations are unrealistic, use the vendor as a partner to help reset them. Vendors can provide insights and numbers from prior deployments. They can explain best practices and how they accelerate time to value. More than anything, vendors should be able to show some value in Q1. If integration is that cumbersome, it’s probably not the right solution.
“Companies can dramatically reduce costs and deployment times by customizing instead of building from scratch”
I agree here, but is it also true that customising = integrating and that’s hardly ever plug and play?
I’m trying to explain that to CEOs I work with and obviously they expect savings to occur on day one once vendor is onboarded, while in reality I doubt any such work will materialise savings before at least a year.
Leadership is looking for short-term fixes and offloading of complexity, so even a medium-term horizon is a tough sell.
For significant purchases, part of the justification should be delivered by the vendor. If the CEO’s expectations are unrealistic, use the vendor as a partner to help reset them. Vendors can provide insights and numbers from prior deployments. They can explain best practices and how they accelerate time to value. More than anything, vendors should be able to show some value in Q1. If integration is that cumbersome, it’s probably not the right solution.