Unfortunately, ROI plans typically wind up on the shelf once the decision is made to go ahead with the project. IT, the business and vendors should be working together to determine the expected business value of an initiative during the planning process and then measure and continually improve actual results after deployment.
Fortunately, the rapid emergence of the Software as a Service (SaaS) business model is compelling vendors to actively work with customers to achieve tangible results, as their success now depends on it.
This increased involvement by vendors is actually a win-win for both parties. Customers gain more from their investments. Vendors are able to differentiate their offerings (at least until their competitors catch up), improve retention and increase follow-on sales. The key is building trust over time by both parties demonstrating commitment to the effort.
IT users should not passively wait for vendors to offer their help. They should ask, if not demand, that their key vendors help define, measure and improve the quantifiable value of major initiatives.
Start by requesting the following from vendors that are providing
- Suggested areas in which business value will be gained by using the solution, and (more importantly) metrics that can be used to measure actual results. The vendor's experience working with other similar customers can be very useful.
- Assistance with developing the business case. It is important to note, however, that the customer must provide and be fully accountable for the estimates of the expected benefits and costs. Vendor-supplied estimates, case studies, ROI examples and tools are useful for getting the process started but should not be directly used in the ultimate business justification.
- Integrated dashboard and analysis tools for measuring the actual results. These will also provide insight into leading indicators and "drill downs" that enable those accountable to identify and address problems before they have a significant impact on results.
- Continued advice and guidance when reviewing the results to identify potential areas of improvement.
What is your vendors' value maturity?
A "value maturity model" is useful for assessing the value management capability of key vendors and internal organizations, and then developing action plans for moving forward. An example of a value maturity model is summarized below, specifying the five distinct levels: neglect, promote, commit, demonstrate and continuously improve.
Most vendors are currently at the promote stage, quantifying business value during the sales process, but stopping there. However, as discussed above, vendors are being forced to move toward continuous improvement.
Companies looking to leverage their vendors' resources and expertise to maximize business value enabled by investments in their products should:
About the Author: Dan Merriman is president of Chapin Consulting Group Inc. in Needham, Mass. He helps corporate users and vendors of technology use business metrics to define, measure and continually improve the business value of their major initiatives. He can be reached at email@example.com or via the company Web site at www.chapinconsulting.com.
This was first published in September 2006