The Perfect Storm for Software Procurement
By Casey Bader
It’s funny that I’m starting this blog about the “perfect storm” for software procurement while a real storm rumbles outside—thunder crashing and rain pelting the skylight above my desk. It feels like a fitting atmosphere to finally put these thoughts into words.
I’ve been talking about the “perfect storm” for RiteTrack procurements for a long time, and the concept has come up repeatedly in recent conversations with potential clients. There are three key elements that typically align to create the ideal conditions for a successful software procurement. When all three are in place, the conversation often moves forward quickly—and I’ve even found myself calling it exactly what it is: a perfect storm.
1. Frustration
The first element is frustration—usually with the current system or processes. This can stem from a legacy solution that once worked but hasn’t kept up with evolving requirements. In one recent conversation, a customer described their system as a “square peg in a round hole”—something that never truly fit their needs from the start.
Frustration also arises when organizations rely on paper forms or spreadsheets to manage data and workflows. This often leads to inconsistent reporting, inaccurate data, and a lack of visibility into key metrics.
Typically, two types of people initiate change due to frustration:
- Long-time program staff who are worn down by the limitations of a non-functioning or unsupported system.
- Newcomers to the organization who are shocked by the inefficiencies and lack of automation, especially if they’ve experienced better systems elsewhere or are fresh out of school with high expectations.
Both groups become internal champions for change and often serve as catalysts for pursuing a new solution.
2. Fit
Once frustration drives the desire for change, the next key element is finding a fit—a software solution that meets the organization’s specific needs.
Depending on the type of program, a wide range of options may be available. Sorting through them requires time, effort, and a clear understanding of requirements. This evaluation process typically involves product demonstrations, vendor conversations, and price comparisons—all while coordinating with internal stakeholders and possibly outside partners.
Because software selection can demand significant time and energy, it’s important to choose wisely. The decision shouldn’t be based on features alone. The relationship with the vendor—how they support your implementation and ongoing needs—is equally important to long-term success.
3. Funding
Finally, the third element is funding. Frustration is common, and suitable solutions may be available, but without funding, progress stalls.
It’s important to consider funding options early in the process. Do you have money allocated in your current budget? Can a request be made in an upcoming cycle? Are grants available to support case management or program improvement initiatives?
Securing funding can be a complex process in itself, often requiring justification for both the need and the chosen solution. Cost is important, but value should take center stage. What comes out of the box? What will require customization—and at what cost? A solution that seems more expensive up front may ultimately save time, effort, and money in the long run.
When frustration, fit, and funding align, the conditions are ideal—the perfect storm—for successful software procurement. If you find yourself in that storm, it might just be the perfect time to take action. The improvement won’t just affect your staff and operations, but also the people you serve. Handel has written the book on software procurements, click below to download your copy.
