Why Fear of Making the Wrong Decision Could be Holding you Back
The internet is awash with “bad decision” stories and “implementation fail” tales from businesses who have invested in new business software. Getting people over the line is still one of the most difficult stages in software sales. Even when the facts are irrefutably in favour of ERP implementation, the client might often revert back to “It’s too big a decision”.
It’s easy to use these kinds of anecdotes as an excuse to not move your business forward.
However, back at the start of the year PwC predicted that adoption of SaaS ERP would more than double by 2016. Clearly the world isn’t standing still as a result of cold feet. Plenty of people are taking a gamble.
Why do people get cold feet? What is it about making decisions which forces even the most discerning business leader into a cold sweat? Is it really worse to make a bad decision than no decision at all?
According to Forbes decision making is a skill which you need to develop. “Leadership and decisioning are inexorably linked” they say. It is true that strong leaders are not afraid of transformation. The best leaders are ones who don’t shirk away from making decisions which may cause unrest or upheaval. Seeing the big picture and understanding the impact of NOT making the decision, are just as crucial as weighing up the short term cost and implications.
Do you want to win, or do you want to watch from the side lines?
You Don’t Know What You Don’t Know
You need to understand what you know and what you don’t. Fill the gaps to the best of your ability.
For a software project you will have to:
- Process a lot of complex information. You understand your business better than anyone but when it comes to choosing a software solution, call in help. Consider submitting an RFI to your chosen vendors so that you are comparing them on a level platform. You could also conduct a feasibility study to help you determine if it is the right project for you to undertake. Sometimes you can get financial help to achieve this.
- Develop a mechanism for filtering out the important from the less important. Consider doing a cost benefit analysis to try and ascertain whether the price of the project really should be an obstacle. Look at the long term impact of the project. Results are not always felt in the first year but ongoing savings add up. And when it comes to staff, by all means canvas opinion, but ensure you examine motives if someone is dead set against the project. No matter how much you value your accountant, for example, don’t let him/her dictate company policy on matters such as these. If they are really that good, they can learn a new system.
- Risk versus reward. What it boils down to at the end of the day is risk versus reward. Will the potential outcome of the decision have a better reward than the status quo? Surely it’s worse to fail to take any decision. Isn’t it time to hedge your bets?
Will Cold Feet Freeze you Out?
In the words of Isaac Asimov – “It is change, continuing change, inevitable change, that is the dominant factor in society today. No sensible decision can be made any longer without taking into account not only the world as it is, but the world as it will be”.
Make sure you’re not frozen by indecision while the world changes around about you.
Written by Emma Stewart – Sales and Marketing Director at Cofficient. We provision best of breed software for businesses who are in the race to win.