Let’s face it: we’re all trying to do more with less. We want to spend more time with students even as outdated processes eat up hours. Turning to technology makes sense, but technology costs money. And there are already faculty and staff across your institution lobbying to get their own equally vital initiatives funded. How can you make sure your voice stands out? And how can you underscore the benefits of new software even as budgets are tighter than ever? Read on for five pressure-tested tips.
Involving procurement teams too late in the software purchasing process is like spending months planning the perfect vacation but waiting until the night before to book your flight. If procurement isn’t brought into the process early, they will need time to catch up, sometimes creating detrimental delays. They’ll often have questions about compliance, contracts, and pricing that must be addressed before moving forward.
Your procurement team can be your best ally. Understanding their role and communicating your goals will help them see the importance of the purchase. When you can present a united front, it will be easier to communicate the value of the software to other stakeholders and move the process forward more efficiently.
It’s also important to work with procurement to establish a positive relationship with your vendor. When you and your vendor understand procurement’s needs, you can address their concerns upfront together, minimizing delays and preventing surprises when it’s time to make a final decision.
The stakeholder group will vary depending on the institution, but it’s important to identify the right people early on. These individuals will have decision-making power or be key to the success of the software’s adoption. For example, in institutions with complex tech stacks and limited IT resources, involving someone from IT in the early stages is crucial. They will need to understand the work required of them if the software is purchased, and their input can help inform the overall decision.
But we all know what they say about too many cooks in the kitchen. Stick to the individuals who will directly influence the decision or who will have a role in the software’s adoption. Having too many voices in the mix can cause confusion and slow the process down.
Introducing new tech often means disrupting the status quo. But with the right stakeholder allies, you can work together to secure consensus on the positive impact this purchase will bring. Communicate how the software will benefit the institution and its people, and acknowledge that change can be challenging. Stakeholders can help you ease fears, combat change resistance, and gain more support for the purchase.
Not all vendors will have the knowledge or expertise necessary to guide you through the intricacies of your purchase. A vendor who has experience working with higher ed clients will be more equipped to help you navigate around the roadblocks that you’re sure to come across during the process.
The right vendor doesn’t just help you with purchasing. They should also provide a comprehensive change management and implementation plan. The transition to a new software solution can be complex, and a good vendor — as with any healthy relationship — should be willing to put in the work to ensure that the process is as smooth as possible, offering training, support, and guidance every step of the way.
Choosing the right vendor was instrumental to Union University’s success. In 2020, with a SACSCOC reaffirmation on the horizon, they needed a new way to manage their accreditation and assessment processes. But having four campuses, over three thousand students, a brand new administration, and legacy systems meant they were up against many hurdles. “The transition was almost too easy,” said Michele Atkins, PhD, Associate Provost for Accreditation & Research and Title IX Coordinator at Union University. The university was able to create a digital accreditation and assessment reporting process with Watermark software, transitioning to the new solution in just six weeks. “It was all on our timetable, and if we needed additional support, Watermark was there.”
Before committing to a software purchase, institutions need to ensure that the solution aligns with their strategic goals. If the software directly supports key institutional objectives, it will be much easier to secure buy-in from decision-makers and justify the expense. This alignment is crucial for ensuring that the software purchase is seen as a valuable investment rather than an unnecessary expense.
Once you’ve connected the software purchase to strategic goals, you’ll need to work on securing budget approval. A strong business case should be made, clearly outlining how the software will contribute to the institution’s mission and long-term goals. By showing that the purchase will have a positive impact on the institution, you can increase the likelihood of gaining funding.
Finally, it’s important to understand the political landscape within your institution. Different people will have different motivations, especially when interim roles are involved. Timing can be critical, and you’ll need to know when to push forward and when to wait for more support to avoid hitting a dead end.
Work with a vendor who can clearly demonstrate the return on investment (ROI) of their solution. Ask the vendor to provide specific examples of how their software has helped similar institutions save time, improve efficiency, and enhance faculty morale. These concrete examples will be invaluable when you present your case to budget stakeholders.
Time is a valuable resource for any institution. Software that can streamline administrative tasks, automate processes, or reduce manual work has an immediate impact on overall productivity. When you can quantify the time saved, it’s easier to show how the software will contribute to improved efficiency and more resources for teaching and learning. Additionally, consider the impact on faculty morale. Faculty members will appreciate tools that simplify their work and support their teaching efforts, meaning you can add improved job satisfaction and retention to the list of benefits.
Another critical factor is security. Many outdated systems put your institution at risk of data breaches or other vulnerabilities. By adopting newer software solutions, you’re not only improving operational efficiency but also safeguarding sensitive data. Plus, as technology evolves, staying up to date with current software ensures that your institution remains competitive, attracting students and faculty who value innovative, secure, and efficient environments.
Finally, tie the software purchase to the institution’s mission and strategic goals. Demonstrating how the software will support and drive the mission forward will make it easier to gain approval and secure funding. Whether it’s improving student success, enhancing research capabilities, or fostering a more collaborative campus environment, aligning the purchase with institutional priorities ensures that decision-makers see the bigger picture.
One of the most effective ways to make your case is to highlight the cost of doing nothing. Without modern, efficient software solutions, your institution risks falling behind and losing faculty or students to more innovative institutions. Living with manual processes and homegrown solutions means staying in an environment fraught with tedious data entry and thwarted productivity. Communicating these risks vividly and with evidence can often be the final push needed to secure approval for the purchase.
Strategic visions require strategic software purchases. Your ability to rally support for such a purchase can make or break the strategy you’ve outlined so vividly in your mind. But by addressing common challenges such as poor communication, vendor misalignment, and inadequate stakeholder involvement, you’ll be well-prepared to ensure that your institution’s new software adoption — and future success — becomes a reality.
