When it comes to making a business case for software investments, many people fail to recognize that the case itself is just one part of what amounts to an internal sales and marketing effort that they must perform well to be successful. Focusing only on the numbers and assumptions in a spreadsheet is not enough. Making a successful business case requires an understanding of the audience’s perspective and motivations. Since the individuals who will review the business case may not be sufficiently aware of the issues that are behind it and their seriousness, it may be necessary to begin an awareness-building program before presenting the business case. And because the benefits of software investments can be difficult to quantify, executive sponsors are useful in achieving acceptance of these calculations. Unfortunately, many business cases founder because proponents do not realize the importance of taking a sales and marketing approach.
We usually ask participants in our benchmark research what software they use to manage or support a process and whether their company recently considered replacing it. Typically, two-thirds of companies have within the past year or two evaluated an alternative to the software they’ve been using for the subject of the research. However, only 15 to 20 percent actually acquire and deploy new software. The remaining number is divided between those that decided not to replace their software and those that are still considering it. Those that have opted not to replace the software typically give as the main reasons a lack of resources (47%), of budget (45%), and of awareness of the problem (40%), as well as no executive sponsorship or support; they also often say the existing software works well enough and the business case wasn’t strong enough. We get much the same responses from those that are still considering replacement, as well as that they’re still in the evaluation process. Of course it may be true that there was no budget or sufficient resources, or that the existing software works well enough, but we think it’s more often the case that the business case wasn’t strong enough and so the investment was deemed a low priority.
One common mistake of advocates for new software is failing to consider how the proposed investment will meet the needs and motivations of all of the people who will be evaluating the project. Their needs might be different, or they may have different priorities. For instance, the advocate may want to make some process more efficient so that he or she won’t have to work so many nights and weekends, but this is likely to be of little concern to those who have to approve the investment. For those decision-makers, the ability to get information sooner, gain deeper insight or reduce their risk exposure may be the key benefits. In some instances, those evaluating a project may not be aware of what’s possible. Awareness-building may be a step that has to precede by weeks or months the formal presentation of a business case. For example, executives may not understand that they can get information in real time or the following day rather than having to wait a week, and that the competition is already able to do that. They probably haven’t given it any thought.
Another pitfall for advocates is failing to secure executive sponsorship before proposing an investment; lacking that substantially reduces the chance of success. This can be tricky because today’s software investments are rarely made for direct cost savings alone. In the early days of business computing, IT investments were made to eliminate the need for clerks and bookkeepers, so there was a direct, measurable savings involved. Today, these sorts of benefits represent a fraction of the value of software investments. Instead, the benefits include, for instance, getting information sooner or shortening the end-to-end length of a process. The end result may be improved customer service and, therefore, customer satisfaction – benefits that executives understand. When the business case presents an answer to the question, “What’s it worth to this company to cut cycle times from two months to one week?” It’s important that someone with sufficient stature in the decision-making process will vouch for the answer in the business case as well as reiterate the urgency for making that particular investment right away. It’s even more important to have the right sponsorship when the impact of the investment spans business units or functions; this should be either an individual with sufficient seniority or multiple sponsors from within these groups.
Probably for those reasons, participants asked to identify the most important considerations that lead to the successful presentation of a business plan most frequently cited executive sponsorship (67%) and an understanding of the potential value (that is, those making the decision were aware of the problem and the value of addressing it). Being able to demonstrate increased efficiency, reduced risk and enhanced effectiveness (such as by being able to meet audit or compliance needs) are also important.
Independent information technology research from a reputable source can help software advocates make their case more effectively. It can illustrate the common issues that companies face and quantify the impact of addressing them. At Ventana Research we design our benchmark research to be able to assess how well companies perform in executing core business requirements. Research is constructed to measure the connections between the people, process, information and technology components used and the results organizations achieve. Since software investments are rarely made solely on efficiency gains, our research measures effectiveness as well. That includes a range of topic-specific aims, such as customer satisfaction, cycle time reduction, deeper understanding of root causes, increased visibility, greater agility and improved coordination in responding to change, to name just a sample. This type of research can be helpful in making a business case as well as in creating awareness within an organization of the need for change, generating interest in implementing change, and justifying the investment in technology that enables information improvements to achieve the organization’s objectives.
I’ll repeat that building a better business case for buying software involves more than just putting numbers on a page. It’s a sales and marketing effort that begins with understanding the full range of objectives that the investment can achieve. It’s essential that the proponents understand the aims of all the decision-makers and influencers in the company, not just in their own department. They must be able to clearly communicate how the investment will address the needs of all concerned. Identifying others’ objectives should make it easier to gain the necessary executive sponsors while failing to secure sponsorship diminishes the chance that the investment will be funded. Moreover, having credibility at each stage in the process of making the business case is also essential. Please investigate some of our benchmark research that bears upon your work and business issues, and let us know how we can help.
Robert Kugel – SVP Research