How to Buy Technology—The Right Way
How to Buy Technology—The Right Way
How to Buy Technology—The Right Way
Choosing a tech stack is one of the most time-and-money intense decisions leaders will ever make. As such, knowing how to maturely screen and evaluate vendors is a fine art capable of making-or-breaking teams in a matter of months. Here's how to get it right.
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As a technologist from my pre-teen years onward, acronyms have been a part of my daily existence and parlance. TCP/IP, MPLS, VOIP, SIP, VPN, IPX/SPX (IYKYK), and on, and on, and on, and on… My wife jokes that by the end of a large project, she has heard so much jargon on my calls and meetings that she actually understands what I may be doing — or at least can decipher which workstream the meeting is about by the alphabet soup that I’m throwing into the atmosphere.
As a person of a proud rural heritage, I often speak in analogies and try to paint pictures with words. Many words have been written on the profundity of the southern United States vernacular and our many turns of phrase. Combine that with growing up in a small agricultural community in the beautiful mountains of Virginia, I am known to be “quite the talker.” Others may have less genteel descriptions, but I choose to stick with this version.
So with a bent for the pictorial vocabulary and with a proclivity to use acronyms, early in my career I created an acronym to guide me in selecting solutions for myself, my company, or my clients: FARMS.
F — Flexible
A — Affordable
R — Reliable
M — Manageable
S — Scalable
This acronym has been a bedrock of my success as a technical leader and as a solutions architect. For those of you who have been reading these posts, this one provides the capstone to my previous posts (found here). I had defined what was important for my company, my team, my clients, and myself. I had created a scoring system that could fairly score the various CSaaS platforms. I had engaged with industry leading CSaaS providers to respond to my requests for proposals. But, all of that would be moot in my mind, if the solution selected did not deliver in the FARMS model.
“FARMS — Flexible, Affordable, Reliable, Manageable, Scalable. This acronym has been a bedrock of my success as a technical leader and as a solutions architect.”
As a technologist from my pre-teen years onward, acronyms have been a part of my daily existence and parlance. TCP/IP, MPLS, VOIP, SIP, VPN, IPX/SPX (IYKYK), and on, and on, and on, and on… My wife jokes that by the end of a large project, she has heard so much jargon on my calls and meetings that she actually understands what I may be doing — or at least can decipher which workstream the meeting is about by the alphabet soup that I’m throwing into the atmosphere.
As a person of a proud rural heritage, I often speak in analogies and try to paint pictures with words. Many words have been written on the profundity of the southern United States vernacular and our many turns of phrase. Combine that with growing up in a small agricultural community in the beautiful mountains of Virginia, I am known to be “quite the talker.” Others may have less genteel descriptions, but I choose to stick with this version.
So with a bent for the pictorial vocabulary and with a proclivity to use acronyms, early in my career I created an acronym to guide me in selecting solutions for myself, my company, or my clients: FARMS.
F — Flexible
A — Affordable
R — Reliable
M — Manageable
S — Scalable
This acronym has been a bedrock of my success as a technical leader and as a solutions architect. For those of you who have been reading these posts, this one provides the capstone to my previous posts (found here). I had defined what was important for my company, my team, my clients, and myself. I had created a scoring system that could fairly score the various CSaaS platforms. I had engaged with industry leading CSaaS providers to respond to my requests for proposals. But, all of that would be moot in my mind, if the solution selected did not deliver in the FARMS model.
“FARMS — Flexible, Affordable, Reliable, Manageable, Scalable. This acronym has been a bedrock of my success as a technical leader and as a solutions architect.”
F–lexibility
Flexibility is a key for any solutions provider in the integrator space. Clients come up with a never-ending array of situations, needs, and desired outcomes. Any tool that I have in my repertoire must be flexible enough to serve more than one function or be adapted with minimal effort to function in a multitude of ways. Now, I’m not talking about making a screwdriver into a hammer — which, while possible, is not recommended — I speak from experience. I’m talking about versatility. The famous TV chef Alton Brown (look him up if you don’t know him) insists that the only tool in his kitchen that has a single use is the fire extinguisher. I am of the same mind when it comes to my hardware and software tools. I can’t be overly limited and thereby unable to meet changing needs. If a toolset cannot flex, it’s quickly pulled out of the bag and replaced with something that can.
“If a toolset cannot flex, it’s quickly pulled out of the bag and replaced with something that can.”
F–lexibility
Flexibility is a key for any solutions provider in the integrator space. Clients come up with a never-ending array of situations, needs, and desired outcomes. Any tool that I have in my repertoire must be flexible enough to serve more than one function or be adapted with minimal effort to function in a multitude of ways. Now, I’m not talking about making a screwdriver into a hammer — which, while possible, is not recommended — I speak from experience. I’m talking about versatility. The famous TV chef Alton Brown (look him up if you don’t know him) insists that the only tool in his kitchen that has a single use is the fire extinguisher. I am of the same mind when it comes to my hardware and software tools. I can’t be overly limited and thereby unable to meet changing needs. If a toolset cannot flex, it’s quickly pulled out of the bag and replaced with something that can.
“If a toolset cannot flex, it’s quickly pulled out of the bag and replaced with something that can.”
A–ffordability
Affordability seems like an obvious value. No one wants to have something that overextends the budget. However, please don’t mix up cheap for “total cost of ownership.” I can cheap out on my tools and buy knockoff brands from copycats or unscrupulous vendors; however, as the saying goes “you get what you pay for.” I don’t want (or need) titanium, military grade torque wrenches, but I surely appreciate a good, stable brand of wrench that I can count on day in and day out no matter the weather or situation. The cost of a tool is more than just up front dollars and cents. Like a car, the cost to operate doesn’t end when you roll off the lot: fuel, oil changes, routine maintenance, taxes, and depreciation just to name a few. When you count the cost of a solution, don’t forget that there is more cost ahead.
“Like a car, the cost to operate doesn’t end when you roll off the lot: fuel, oil changes, routine maintenance, taxes, and depreciation just to name a few. When you count the cost of a solution, don’t forget that there is more cost ahead.”
A–ffordability
Affordability seems like an obvious value. No one wants to have something that overextends the budget. However, please don’t mix up cheap for “total cost of ownership.” I can cheap out on my tools and buy knockoff brands from copycats or unscrupulous vendors; however, as the saying goes “you get what you pay for.” I don’t want (or need) titanium, military grade torque wrenches, but I surely appreciate a good, stable brand of wrench that I can count on day in and day out no matter the weather or situation. The cost of a tool is more than just up front dollars and cents. Like a car, the cost to operate doesn’t end when you roll off the lot: fuel, oil changes, routine maintenance, taxes, and depreciation just to name a few. When you count the cost of a solution, don’t forget that there is more cost ahead.
“Like a car, the cost to operate doesn’t end when you roll off the lot: fuel, oil changes, routine maintenance, taxes, and depreciation just to name a few. When you count the cost of a solution, don’t forget that there is more cost ahead.”
R–eliability
Reliability goes hand in hand with Affordability. If I can’t trust my tool to be ready to work when, where, and how I need it, it might as well not exist. If you think about it, when do you need a tool? It’s usually when you have a pressing need. Why would I want something that you have to HOPE works in the most inopportune moments? I need to know that hammer will perform hit after hit after hit each and every time I pick it up.
R–eliability
Reliability goes hand in hand with Affordability. If I can’t trust my tool to be ready to work when, where, and how I need it, it might as well not exist. If you think about it, when do you need a tool? It’s usually when you have a pressing need. Why would I want something that you have to HOPE works in the most inopportune moments? I need to know that hammer will perform hit after hit after hit each and every time I pick it up.
Watch
M–anageability
Manageability in my framework traditionally has been involved with IT tools. Can that firewall be easily managed at scale at hundreds or thousands of sites? Can that operating system be managed from afar to prevent rolling a truck with a technician to repair it? But in CSaaS, it’s more about managing the data and the outputs. How easily can I deal with the sea of data and get something valuable out of it — for my clients, my leadership, my team, or myself? When I was looking for CSaaS, any solution requiring a dedicated headcount for a full-time admin was out of the running for consideration right away.
“Any solution requiring a dedicated headcount for a full-time admin was out of the running for consideration right away.”
M–anageability
Manageability in my framework traditionally has been involved with IT tools. Can that firewall be easily managed at scale at hundreds or thousands of sites? Can that operating system be managed from afar to prevent rolling a truck with a technician to repair it? But in CSaaS, it’s more about managing the data and the outputs. How easily can I deal with the sea of data and get something valuable out of it — for my clients, my leadership, my team, or myself? When I was looking for CSaaS, any solution requiring a dedicated headcount for a full-time admin was out of the running for consideration right away.
“Any solution requiring a dedicated headcount for a full-time admin was out of the running for consideration right away.”
S–calability
Scalability is the final letter, and one that is likely the hardest to define. Just how big of a job do I need to prepare for? There is a reason that a framing hammer is bigger in weight and length than a trimwork hammer. Framers need to be able to drive large nails and bolt anchors in large quantities to connect walls to the foundation and to each other. They need to handle the middle size nails for the two by four studs and the larger nails that tie roof trusses to the overall structure. I always want the ability to not only handle the job that I know about today but also that “stretch goal” opportunity that could be coming down the road. If my tool limits my growth, then I’m not being a good steward of my company’s investment. I never want to turn away a chance to expand our growth merely because my tools in my toolchest are too limited.
“If my tool limits my growth, then I’m not being a good steward of my company’s investment. I never want to turn away a chance to expand our growth merely because my tools in my toolchest are too limited.”
S–calability
Scalability is the final letter, and one that is likely the hardest to define. Just how big of a job do I need to prepare for? There is a reason that a framing hammer is bigger in weight and length than a trimwork hammer. Framers need to be able to drive large nails and bolt anchors in large quantities to connect walls to the foundation and to each other. They need to handle the middle size nails for the two by four studs and the larger nails that tie roof trusses to the overall structure. I always want the ability to not only handle the job that I know about today but also that “stretch goal” opportunity that could be coming down the road. If my tool limits my growth, then I’m not being a good steward of my company’s investment. I never want to turn away a chance to expand our growth merely because my tools in my toolchest are too limited.
“If my tool limits my growth, then I’m not being a good steward of my company’s investment. I never want to turn away a chance to expand our growth merely because my tools in my toolchest are too limited.”
Closing
I have a love–hate relationship with checklists, but they do have a way of focusing you on what are the non-negotiables. So, here are some final questions that could guide you on your journey:
What situations does your environment require flexibility?
Are your tools ready for new situations?
Do you know what your total cost of ownership of your toolset should be?
What is the sum of the cost to acquire, cost to implement, cost to operate, and cost to maintain/refine?
Does the solution add time to the day via more efficient methods and processes or does it actually expend more energy (and related costs)?
What is the timeframe that you need to be able to respond to a need with your tools?
If a tool were to break, do you have the time to recover and still meet the need with a replacement or do you have a redundancy plan in place?
What would be the potential loss of revenue or reputation if your tool were to fail?
Can people collaborate easily to come to common outcomes?
Is it formed and structured in such a way that it is easy to understand and maintain and modify without hiring extra headcount?
Are your CS tools ready to scale for unplanned growth or opportunities?
If your CRO walks your way with a big grin on their face, are you ready to scale up for that new opportunity?
What Matters
Only you can answer these non-negotiables. What weak areas can you be flexible on for the benefit of the strong areas that more closely align with your needs/goals? Take the time to know your “must haves” versus your “nice to haves.” Most of all, trust yourself. You and your team know what is at stake. You know what it takes to make clients that are not just customers but “fans” of your solutions. Don’t shortchange yourself in the moment and hurt yourself and your clients in the long term. Answer the questions above truthfully and in an unwavering manner and seek partners and solutions that meet the mark. Don’t settle. Demand the same excellence from your solutions as you do from yourself and your team. You owe it to yourself and those that you support!
Ending Our Journey
So, thus ends the tale of my quest for our Customer Success platform. Given the forum on which you are reading, you can likely deduce our decision. And while Planhat has indeed met, and exceeded, expectations over and over, my team got to this solid ground and are executing at a high level due to the investment we made in the decision process. We started on this journey looking for solutions that understood the market and were trusted leaders. We then sorted through those leaders by understanding ourselves and our values. And we finished by ensuring that the solution that was trustworthy and aligned with our goals and could also be ready to grow and work with us no matter what came our way. Our decision has been shown to be the right one not just in these processes and in the software, but also in the people that have provided us this great platform. Your mileage may vary and your path may be different than mine. And that’s ok. But, I promise you, if you invest your time, energy, and strategic thinking into this, you will be rewarded with a bountiful harvest.
Closing
I have a love–hate relationship with checklists, but they do have a way of focusing you on what are the non-negotiables. So, here are some final questions that could guide you on your journey:
What situations does your environment require flexibility?
Are your tools ready for new situations?
Do you know what your total cost of ownership of your toolset should be?
What is the sum of the cost to acquire, cost to implement, cost to operate, and cost to maintain/refine?
Does the solution add time to the day via more efficient methods and processes or does it actually expend more energy (and related costs)?
What is the timeframe that you need to be able to respond to a need with your tools?
If a tool were to break, do you have the time to recover and still meet the need with a replacement or do you have a redundancy plan in place?
What would be the potential loss of revenue or reputation if your tool were to fail?
Can people collaborate easily to come to common outcomes?
Is it formed and structured in such a way that it is easy to understand and maintain and modify without hiring extra headcount?
Are your CS tools ready to scale for unplanned growth or opportunities?
If your CRO walks your way with a big grin on their face, are you ready to scale up for that new opportunity?
What Matters
Only you can answer these non-negotiables. What weak areas can you be flexible on for the benefit of the strong areas that more closely align with your needs/goals? Take the time to know your “must haves” versus your “nice to haves.” Most of all, trust yourself. You and your team know what is at stake. You know what it takes to make clients that are not just customers but “fans” of your solutions. Don’t shortchange yourself in the moment and hurt yourself and your clients in the long term. Answer the questions above truthfully and in an unwavering manner and seek partners and solutions that meet the mark. Don’t settle. Demand the same excellence from your solutions as you do from yourself and your team. You owe it to yourself and those that you support!
Ending Our Journey
So, thus ends the tale of my quest for our Customer Success platform. Given the forum on which you are reading, you can likely deduce our decision. And while Planhat has indeed met, and exceeded, expectations over and over, my team got to this solid ground and are executing at a high level due to the investment we made in the decision process. We started on this journey looking for solutions that understood the market and were trusted leaders. We then sorted through those leaders by understanding ourselves and our values. And we finished by ensuring that the solution that was trustworthy and aligned with our goals and could also be ready to grow and work with us no matter what came our way. Our decision has been shown to be the right one not just in these processes and in the software, but also in the people that have provided us this great platform. Your mileage may vary and your path may be different than mine. And that’s ok. But, I promise you, if you invest your time, energy, and strategic thinking into this, you will be rewarded with a bountiful harvest.
