David McLaughlin, Author at Columbia Advisory Group

Strengthening Your Organization with Columbia Advisory Groups Effective Governance, Risk, and Compliance (GRC) Security Services

Posted on October 10, 2024April 10, 2025 by David McLaughlin

In today’s dynamic business environment, organizations face many challenges, from regulatory changes to emerging risks. Effective Governance, Risk, and Compliance (GRC) practices are essential for navigating these complexities and ensuring long-term success. In this blog post, we’ll explore the importance of GRC and how it can benefit your organization.

What is GRC?

GRC stands for Governance, Risk, and Compliance. It is a structured approach to aligning IT with business objectives, managing risk, and meeting compliance requirements. By integrating these three components, organizations can create a cohesive strategy that enhances decision-making, reduces risks, and ensures regulatory compliance.

The Importance of GRC

Enhanced Decision-Making: GRC practices provide a framework for making informed decisions that align with your organization’s strategic goals. By understanding risks and compliance requirements, leaders can make better choices that drive growth and stability.
Risk Management: Effective GRC practices help identify, assess, and mitigate risks before they become significant issues. This proactive approach ensures that your organization is prepared for potential threats and can respond swiftly to minimize impact.
Regulatory Compliance: Staying compliant with industry regulations is crucial to avoid penalties and maintain your organization’s reputation. GRC practices ensure that your organization meets all regulatory requirements, reducing the risk of non-compliance.
Operational Efficiency: By integrating governance, risk management, and compliance into a unified framework, organizations can streamline processes and improve operational efficiency. This holistic approach reduces redundancies and ensures that all departments are working towards common goals.

Key Components of GRC

Governance: Governance involves establishing policies, procedures, and controls to guide your organization’s operations. It ensures that all activities align with your strategic objectives and regulatory requirements.
Risk Management: Risk management involves identifying, assessing, and mitigating risks that could impact your organization. This includes everything from financial risks to cybersecurity threats.
Compliance: Compliance ensures that your organization adheres to all relevant laws, regulations, and standards. This includes industry-specific regulations as well as broader legal requirements.

Leverage Columbia Advisory Groups GRC in Your Organization

Develop a GRC Framework: Columbia Advisory Group starts by developing a comprehensive GRC framework that outlines your organization’s Security Program, Plan, and Risk Register. This framework will be tailored to your specific needs and industry requirements.
Conduct Risk Assessments: Columbia Advisory Group will work with the client to assign roles and responsibilities for business, application, and system owners. Columbia Advisory Group will design risk assessments to assess potential threats and vulnerabilities. This information will be used to develop strategies for mitigating risks and improving your overall security posture.
Ensure Continuous Monitoring: Columbia Advisory Group will conduct monthly external vulnerability scans and bi-annual internal vulnerability assessments to stay ahead of emerging risks. Annual security controls audits will identify deficiencies and provide recommendations for remediation. Tracking regulation and legislation will help Columbia Advisory Group prepare the organization for regulatory changes. This proactive approach allows you to respond quickly and effectively to any issues.
Foster a Culture of Compliance: Columbia Advisory Group strives to encourage a culture of compliance within your organization. Weekly security meetings are used to discuss the current cybersecurity landscape and knowledge transfer. Columbia Advisory Group’s goal is to ensure that all employees understand the importance of GRC and their role in maintaining compliance.

Conclusion

Effective Governance, Risk, and Compliance (GRC) practices are essential for navigating the complexities of today’s business environment. By integrating these components into a unified strategy, organizations can enhance decision-making, manage risks, and ensure regulatory compliance. Columbia Advisory Group can help implement GRC practices in your organization today to safeguard your future and achieve long-term success.

Columbia Advisory Group Selected as E&I Cooperative Partner for Cyber Security and Compliance

Posted on October 1, 2024November 11, 2024 by David McLaughlin

Dallas, TX – September 23, 2024 – Columbia Advisory Group (CAG), a leading provider of IT consulting and cybersecurity services, is proud to announce its selection as the preferred Cyber Security and Compliance partner for the E&I Cooperative Services, the largest member-owned, non-profit purchasing cooperative serving the needs of education.

The partnership enables CAG to deliver comprehensive cybersecurity and compliance solutions to E&I’s vast network of over 5,000 educational institutions. These services include risk assessments, compliance management, data protection, network security, and more, providing a robust and proactive approach to safeguarding educational data and infrastructure.

“We are honored to be chosen by E&I Cooperative Services as their trusted partner in cybersecurity and compliance,” said David McLaughlin, CEO of Columbia Advisory Group. “This collaboration allows us to extend our expertise to a wider range of educational institutions, ensuring that they have access to the highest level of protection against the ever-evolving landscape of cyber threats.”

E&I Cooperative Services’ selection of CAG highlights the growing demand for advanced cybersecurity measures within the education sector. As cyber threats become increasingly sophisticated, institutions face challenges in protecting sensitive data and maintaining compliance with regulatory standards. CAG’s solutions are designed to address these challenges effectively, offering scalable and customizable services to meet the unique needs of each institution.

About Columbia Advisory Group

Columbia Advisory Group (CAG) is a leading provider of IT consulting, cybersecurity, and compliance services. With a team of experienced professionals, CAG helps organizations manage technology, protect data, and ensure regulatory compliance. The company serves a diverse range of industries, including education, healthcare, finance, and government.

About E&I Cooperative Services

E&I Cooperative Services is the only member-owned, non-profit purchasing cooperative focused exclusively on serving the needs of the education community. With a mission to deliver cost-saving solutions, E&I connects educational institutions with top-quality products and services, enhancing operational efficiency across the board.

Media Contact:

Haley Rose
CMO
Columbia Advisory Group
hrose@columbiaadvisory.com

For more information about Columbia Advisory Group and its services, visit www.columbiaadvisory.com.

GLBA audit findings will affect an institution’s participation in Title III and Title IV programs

Posted on September 20, 2024April 10, 2025 by David McLaughlin

On December 9, 2021, the Federal Trade Commission (F.T.C.) issued final regulations (Final Rule) to amend the Standards for Safeguarding Customer Information (Safeguards Rule), an essential component of the Gramm-Leach-Bliley Act’s (GLBA) requirements for protecting consumers’ privacy and personal information. Changes to the Safeguards Rule were effective on June 9, 2023.

The regulations use the terms “customer” and “customer information.” For an institution’s compliance with GLBA, customer information is obtained from providing a financial service to a student (past or present). Institutions or servicers offer a financial service when they, among other things, administer or aid in administering the Title IV programs, make institutional loans, including income share agreements, or certify or service a private education loan on behalf of a student.

The Department of Education conducts compliance audits, including the Gramm-Leach-Bliley Act (GLBA). GLBA audit findings will affect an institution’s participation in Title III and IV programs as any other determination of non-compliance. Failure to comply with GLBA will require resolution through a Corrective Action Plan (C.A.P.).

To reduce risk, an institution’s written information security program must include the following nine elements: Columbia Advisory Groups Governance, Risk, Compliance, and vCISO Security Services are equipped to handle all 9 Elements:

Element 1: Designates a qualified individual responsible for overseeing and implementing the institution’s information security program and enforcing the information security program

Element 2: Provides for the information security program to be based on a risk assessment that identifies reasonably foreseeable internal and external risks to the security, confidentiality, and integrity of customer information that could result in the unauthorized disclosure, misuse, alteration, destruction, or other compromise of such information, and assesses the sufficiency of any safeguards in place to control these risks

Element 3: Provides for the design and implementation of safeguards to control the risks the institution or servicer identifies through its risk assessment.

Element 4: Provides for the institution or servicer to regularly test or otherwise monitor the effectiveness of the safeguards it has implemented.

Element 5: Provides for implementing policies and procedures to ensure that personnel can enact the information security program.

Element 6: Addresses how the institution or servicer will oversee its information system service providers.

Element 7: Provides for the evaluation and adjustment of its information security program in light of the results of the required testing and monitoring; any material changes to its operations or business arrangements; the results of the required risk assessments; or any other circumstances that it knows or has reason to know may have a material impact the information security program.

Element 8: For an institution or servicer maintaining student information on 5,000 or more consumers, establishing an incident response plan should be addressed.

Element 9: An institution or servicer maintaining student information on 5,000 or more consumers addresses the requirement for its Qualified Individual to report regularly and at least annually to those with control over the institution on the institution’s information security program

For additional information, please review the final regulation:

Updates to the Gramm-Leach-Bliley Act Cybersecurity Requirements | Knowledge Center

Please let us know your questions, comments, or concerns. We would be more than happy to set up a meeting to discuss how Columbia Advisory Group. Security Services addresses each element.

About Columbia Advisory Group

Founded in Dallas in 2012, Columbia Advisory Group LLC (CAG) is an established IT consulting firm renowned for delivering cost-effective, meaningful, and practical IT solutions that solve complex business problems. Our seasoned teams offer comprehensive insight across diverse regulatory and economic environments, providing unbiased, straightforward analysis and recommendations. We pride ourselves on our deep understanding of IT while remaining software and hardware-agnostic. Regardless of your organization’s growth trajectory or economic landscape, we at CAG are adept at adapting to your unique needs and complexity, offering tailored solutions to drive your success.

Contact us at info@columbiaadvisory.com.

Managed Services vs Staff Augmentation: A Comprehensive Comparison

Posted on July 27, 2023April 10, 2025 by David McLaughlin

In the dynamic landscape of information technology (IT), organizations are constantly seeking ways to bolster their technical capabilities. One of these strategies includes staff augmentation – a model that allows companies to ‘borrow’ IT professionals from service providers or independent contractors. This approach helps fill immediate skill gaps and address short-term project needs.

Understanding Staff Augmentation: Short-Term Benefits and Long-Term Drawbacks

To clarify, staff augmentation is akin to an on-demand service. If you need extra hands for a specific project or to replace a key member temporarily, you can hire external resources. These professionals are paid by the hour and can be let go with a reasonable notice period. This method provides a simple cost model and quick scalability, all with minimal disruption to your existing IT team’s structure.

Take the case of ‘TechyCo,’ a fictional tech company. They once needed a team of data scientists for a six-month project. Rather than hiring full-time employees for a short-term requirement, they used staff augmentation, which proved cost-effective and efficient.

However, problems may arise if staff augmentation transforms into a long-term strategy. This model could lead to what we call ‘staff creep’ – a gradual increase in augmented staff over time. It could also create an ‘unrecognized head count’ that falls under the organization’s radar. To put it simply, you might end up with more augmented staff than you initially planned, which can inflate costs.

Also, contractors added as high-cost permanent staff may lead to challenges such as loss of knowledge control and business continuity. Without any obligation to deliver specific outcomes or transfer knowledge, significant organizational risk may build up over time.

Managed Services: A Strategy for Long-Term Growth

An alternative approach to long-term external sourcing is the managed services model, which can be compared to outsourcing. Here, you’re not hiring individuals, but contracting a company to deliver a specified outcome for a predetermined price.

The managed services model promotes value-based planning. It’s not just about hiring a skillset; it’s about ensuring an outcome, thus shifting the delivery risk to the provider. This model is usually more cost-effective overall and helps maintain operational continuity.

To illustrate, ‘TechyCo’ started a new project with a two-year timeline. Rather than using staff augmentation, they transitioned to a managed services model, engaging a service provider to deliver the entire project. This shift allowed them to focus on their core competencies while the managed service provider took care of the project’s technical aspects.

Overcoming Boundaries to Adapt Managed Services:

Even with its benefits, some organizations hesitate to adopt the managed services model due to concerns about losing operational control. However, it’s important to remember that outsourcing doesn’t equate to relinquishing control. You can maintain control through well-defined contracts and strong relationship management.

Despite the initial complexity, shifting from staff augmentation to managed services can result in significant economic and service value. It’s about focusing on outcomes instead of individual skill sets. This shift ensures cost predictability and puts the delivery risk on the service provider.

Unlocking Additional Benefits of Managed Services:

The managed services model offers additional advantages. It provides a clear link between service, business needs, and cost, shifting the focus from resource utilization to optimizing the cost/service balance. It also offers scalability based on business demand and operational performance metrics tied to process excellence and outcomes.

Whether you choose staff augmentation or managed services depends on your specific needs, resources, and long-term goals. As a rule of thumb, staff augmentation works well for short-term, specific projects, while managed services offer a better approach for long-term and outcome-oriented projects. Understanding these models can help you make informed decisions strategically.

David McLaughlin

CEO

About Columbia Advisory Group

Contact us at info@columbiaadvisory.com.

Maximizing Business Success Through Core Competencies

Posted on July 20, 2023April 10, 2025 by David McLaughlin

In today’s competitive business landscape, organizations strive to achieve success by leveraging their unique strengths. One essential aspect of this strategy is identifying and harnessing core competencies—the distinctive skills and capabilities that set them apart. In this blog post, we will explore the significance of robust core competencies and their impact on performance.

Unveiling Core Competencies:

Unearthing core competencies begins with a comprehensive assessment of internal resources and capabilities. This process involves analyzing various areas where the organization excels, such as research and development, technological innovation, or effective supply chain management. By identifying these core competencies, businesses gain a clear understanding of their unique strengths and competitive advantages.

Strategic Planning for Competitive Advantage:

Once core competencies are identified, they become the cornerstone of strategic planning. CIO magazine emphasizes the importance of allocating resources strategically to enhance and expand these competencies. By capitalizing on their strengths, organizations can innovate, develop superior products or services, and gain a competitive edge. Aligning competitive strategies with core competencies allows businesses to establish a strong market position, driving their success.

Differentiation Through Marketing Initiatives:

Core competencies play a pivotal role in shaping effective marketing campaigns. Understanding target audiences and tailoring messaging to address their pain points is key to success. By leveraging core competencies, businesses can demonstrate how their offerings provide unique solutions that meet customers’ needs. This differentiation enables brands to position themselves uniquely, resonate with their target market, and command higher prices.

Streamlining Operations for Efficiency:

Operational efficiency is a significant benefit of core competencies. Investopedia emphasizes the importance of aligning processes with these competencies [^2]. By focusing resources on areas of strength, businesses can streamline operations, eliminate redundancies, and optimize efficiency. This approach allows for effective resource allocation, cost reduction, and improved profitability without compromising quality.

Adapting and Overcoming Challenges:

While core competencies provide a competitive advantage, it is crucial to remain agile and adaptable. Information Week highlights the importance of continuous evaluation and adaptation to address market dynamics and changing customer expectations. Organizations must consistently refine and expand their core competencies to sustain long-term growth and stay ahead of the competition.

Leveraging core competencies is a vital strategy for organizations seeking to maximize their success. By identifying and capitalizing on internal strengths, businesses can strategically allocate resources, differentiate themselves in the market, streamline operations, and achieve operational efficiency. The continuous evaluation and refinement of core competencies enable organizations to navigate challenges and stay competitive in a rapidly evolving business landscape.

David McLaughlin

CEO

About Columbia Advisory Group

Contact us at info@columbiaadvisory.com.

Technology Challenges in Mergers and Acquisitions

Posted on July 18, 2023April 10, 2025 by David McLaughlin

We’ve seen many times over the years where the expected back-office and administrative synergies —even the conservative estimates — just don’t materialize. Information technology can be especially troublesome in some of these cases and is more often than not an important reason behind the missed investment thesis expectations if not the prime suspect. You can see evidence of these issues in many companies. Everyone is probably aware of a company or two several years post-transaction that has multiple email systems or accounting systems that never were fully integrated. It happens often.

A recent deal we were providing IT diligence services on is a particularly good example of one of the most common ways IT can cause a negative impact on expected cost savings and productivity improvements both short and long-term. In this particular case, the private equity deal team was able to identify the issue early on in the deal and we were able to assist them with detailed analysis so they could effectively adjust their models to compensate for the associated cost.

In this particular instance, the private equity group was interested in carving out several similar divisions of multiple parent companies and putting them together under one operating entity with multiple product lines. Each division ran a different core ERP system, and the initial deal assumption was that back office and systems could be consolidated onto the most effectively managed division-level systems platform resulting in significant synergies post-consolidation as well as some related operating efficiencies.

One of the most important things to remember about IT is that typically the more systems you involve, the more complex (and expensive) IT gets. In order to consolidate all of the system platforms onto one of the division’s systems, the combined company would need to select which one best fits their needs. With competing divisions, this would likely not be an easy task—the systems not selected would require significant change to the users, and businesses in those divisions would feel the productivity impact of switching systems. A software selection project with quite a bit of concern from all parties would be the first step.

Once a ‘favored’ system was selected each of the divisions would need to plan as a combined entity how to migrate from their current system to the ‘favored’ system. Even in like businesses, slight differences in process flows, approval levels, inventory, general ledgers, and reporting dictate careful analysis in the planning and migration process— not far from the level needed to implement a completely new system. Depending on the system being migrated to, the number of users and per-user cost may be higher than the previous system if the system is more robust and capable than the system it is replacing.

While the combined company IT group and users may get rather good at implementation by the time the fourth or fifth division is migrated, the time and cost add up quickly as well as the lost productivity typical in learning a new system. Throughout this process, the combined company would need an IT group capable of managing the centralized platform that would support the larger user base going forward as well as managing an ongoing migration project with each of the separate divisions. This added substantial cost to an already expensive proposition.

On this deal, the private equity deal team noticed the issue early and we did a detailed evaluation and cost study on the consolidation project. The project cost ended up being a multiple of seven to nine times more expensive than the initial ballpark estimate and was an important factor in the private equity deal team not proceeding with the acquisition.

About Columbia Advisory Group:
Columbia Advisory Group (CAG) is a leading Information Technology (IT) consulting firm. CAG’s team has assessed and helped improve the performance of more than 300 technology organizations and IT departments, including many higher education institutions, state agencies, and Fortune 50 customers. Practice specialty areas include Infrastructure, IT Service Management, Cybersecurity, and A/V Services. CAG improves business outcomes with IT insights and expert technical support. Based in Dallas, Texas, CAG works extensively with clients throughout the U.S. Contact us at info@columbiaadvisory.com.

David McLaughlin

CEO

Redefining Outsourcing: Embracing the Future with Co-Managed Delivery

Posted on May 23, 2023April 10, 2025 by David McLaughlin

Outsourcing is a world where businesses attempt to walk the tightrope between cost savings and efficiency. As companies evolve and markets become more competitive, maintaining this balance becomes an intricate dance, particularly with the increasing complexity of technology infrastructure. This is where co-managed delivery of managed services comes into play – a hybrid solution that merges the benefits of in-house IT management and outsourced services. This blend offers businesses the perfect balance they’re seeking. Let’s delve into the advantages, role, and potential of co-managed delivery of managed services in reshaping the future of outsourcing.

Unpacking the Power of Co-Managed Delivery

Co-managed delivery strikes the ideal balance, incorporating outsourced service providers’ flexibility, experience, and cost savings with the control, ownership, and accountability intrinsic to in-house IT management. Consider these advantages:

Control and Ownership: With co-managed delivery, businesses can retain control over strategically important processes and resources, keeping ownership in-house while outsourcing non-core functions such as helpdesk support, security monitoring, network management, infrastructure management, and backup services.
Scalability: Since most managed services providers have the ability to scale resources up and down quickly, Co-managed delivery provides an adaptable model, enabling businesses to scale the scope and extent of services as needed to support seasonal increases or decreases in volume and capacity
Focus on Core Competencies: By taking non-core functions off their plate, businesses can zero in on their primary strengths and more effectively manage costs without compromising the quality and reliability of IT.

The Co-Management Partnership: Collaboration at Its Best

In a co-managed model, the IT provider acts as an ally, partnering with the business to share the responsibility and ownership of IT management. This calls for a collaborative approach in which the IT provider functions as an extension of the internal IT team, ensuring seamless integration and optimal resource utilization.

The Perks of Embracing Co-Managed Delivery

Embracing co-managed delivery of IT services is a strategic move that offers numerous benefits to organizations. This model, which combines the strengths of both in-house IT departments and managed service providers, is a robust solution for the dynamic needs of today’s businesses. One of the main perks is risk reduction. With expertise from external service providers, businesses can better manage IT risks and ensure compliance with regulatory standards. The second is increased agility; the co-managed model allows organizations to adapt to changing needs swiftly, enabling them to scale operations up or down as required. Quality improvement is another major advantage, with managed service providers offering round-the-clock monitoring, response, and support, enhancing IT service reliability. Finally, the potential for cost savings is significant. Through optimal resource usage and leveraging the IT provider’s expertise and infrastructure, businesses can achieve substantial savings without compromising on the quality of their IT services.

Driving Factors Behind Co-Managed Delivery’s Popularity

The rise in co-managed delivery’s popularity is driven by several factors, including the escalating complexity of technology infrastructure, the quest for cost savings and efficiency, and the ongoing IT talent crunch. Co-managed delivery addresses these challenges by providing the expertise and resources businesses need, allowing them to focus on their core competencies.

The Future of Outsourcing: A Co-Managed Delivery Landscape

As businesses become more dependent on technology, the demand for a flexible, scalable, and cost-effective IT management model will only increase. Co-managed delivery is that model – a solution that optimizes IT infrastructure while maintaining control and accountability. It’s not just the new standard for outsourcing – it’s a win-win solution that positions businesses to achieve their strategic goals.

Co-managed delivery of managed services is indeed a game-changer for businesses of all sizes. By partnering with an IT provider in a co-management model, businesses can enhance the quality and reliability of their IT services, manage risk effectively, and gain a competitive edge in the marketplace. As we look to a future that is increasingly technology-driven, co-managed delivery seems set to become the new norm. Are you ready to step into the future of outsourcing?

David McLaughlin

Chief Executive Officer, CAG

About Columbia Advisory Group

Contact us at info@columbiaadvisory.com.

Why are Compliance and Related Controls so important in IT?

Posted on February 14, 2023April 10, 2025 by David McLaughlin

Policies and industry standards help to ensure the confidentiality, integrity, and availability of sensitive information. For example, higher education institutions must protect student data and financial information through FERPA and other regulations, healthcare organizations must comply with HIPAA regulations to protect patient information, and financial institutions must comply with PCI-DSS to protect credit card information. Compliance with these regulations helps prevent data breaches and other security incidents that could significantly harm individuals or organizations.

Maintaining compliance helps to protect organizations from financial and reputational damage. Failing to comply with regulations can result in significant fines and penalties and damage to the organization’s reputation. For example, organizations that fail to comply with GDPR can be fined up to 4% of their annual revenue or $20 million, whichever is greater.

Maintaining regulatory compliance also helps to ensure the proper functioning of IT systems and processes. For example, IT general controls such as change management and incident management help to ensure that changes to systems and processes are made, controlled, and authorized and that incidents are quickly identified and resolved. One of the biggest causes of a data breach is the failure to patch software systems, so many companies and institutions have policies and compliance controls to ensure this is done. This helps minimize the risk of system failures and other issues that disrupt business operations.

In summary, compliance and related IT controls are critical for protecting sensitive information, preventing financial and reputational damage, and ensuring the proper functioning of IT systems and processes.

Gartner and EDUCAUSE recognize this importance and have published several reports, papers, and studies on the topic. Gartner, for example, has published reports on IT risk management and compliance, as well as studies on developing a successful compliance program. EDUCAUSE has published several papers and guides on various compliance-related topics, such as data security and HIPAA compliance for higher education institutions. Both organizations offer a wealth of information, guidance, and best practices for organizations looking to improve their compliance and control practices.

David McLaughlin

CEO

Do’s and Dont’s of Software Selection

Posted on February 9, 2023April 10, 2025 by David McLaughlin

Software selection is a crucial process for organizations looking to enhance their productivity and efficiency. The right software can streamline processes, automate manual tasks, and provide valuable insights into business operations. However, making the wrong selection can lead to frustration, wasted resources, and a negative impact on productivity. At CAG, we do many software selection projects for clients as a standalone or part of more extensive managed service agreements. In this blog post, I will discuss some of the dos and don’ts of software selection we have learned over the years.

Do’s of Software Selection

Buy In:
Ensure you have the right stakeholders involved and committed to the process. Educate them on why the process is necessary, how long it will take, and what their time commitment will need to be.

Define your requirements:
Before searching for the right software, you must define your requirements. This includes identifying the specific business problems you want to solve and the features and capabilities required to address them.

Consider your budget:
Software selection involves making a significant investment, so it’s essential to consider your budget. Determine how much you’re willing to spend and look for software that offers the needed features within your budget constraints.

Consider alternatives:
Upgrading or adding capabilities to existing systems, better user training, and/or enhanced support. Sometimes the best solution is already there and needs to be better utilized.

Research potential vendors:
Do your research on potential vendors. Look for a vendor with a proven record, a compelling reputation, and a history of providing high-quality software solutions.

Evaluate vendor support:
Consider the level of support you’ll receive from the vendor. Look for a vendor that offers excellent customer support, including training, technical support, and maintenance.

Don’ts of Software Selection

Don’t rush the process:
Software selection is a complex process that requires careful consideration and research. Don’t rush the process, or you may make a hasty decision that you’ll regret later.

Don’t forget about scalability:
When selecting software, it’s important to consider the future. Don’t forget to look for software that is scalable, so you can continue to use it as your business grows.

Don’t forget about the soft costs:
Large-scale organizational change can cause a lot of uncertainty with users, negatively impacting productivity and your vendors and customers.

Don’t overlook security:
Security is a critical concern in today’s digital world, and some organizations also have regulatory requirements for security. Don’t overlook this factor when selecting software, as a security breach can seriously affect your organization.

Don’t rely solely on vendor presentations:
Vendor presentations can be misleading, and it’s important to do your research.

Expect the unexpected:
Users will find potential solutions that haven’t been considered until the middle of the process, and vendors who have capabilities that weren’t surfaced in the research will pop up. Maintain your process, but make sure you have a way of managing added information that comes up during the process.

In conclusion, the software selection process is critical to the success of any organization. By following the do’s and don’ts of software selection, according to Gartner, organizations can make informed decisions that will lead to enhanced productivity, efficiency, and profitability. The key is to take the time to involve stakeholders in the process, define your requirements, research potential vendors and options, and carefully evaluate and plan for the impact the solution will have on the organization. With careful consideration and diligence, organizations can find the right software to meet their needs and achieve their goals.

David McLaughlin

CEO