5 Tips to Avoiding Buyer’s Remorse When Selecting a New ITSM Tool

 In Blog, ITSM

Replacing an IT service management (ITSM) or service desk tool is not a task organisations undertake lightly or often. It could be that your current solution is failing to deliver expected benefits or can no longer support changing needs. Whatever the reason(s), selecting a new tool is a significant investment.


Cherwell’s Mike Kyffin recently spoke on this topic – specifically how to avoid buyer’s remorse — at this year’s SITS (Service Desk & IT Support) show. If you missed Mike’s informative presentation, here are five key points he covered that are worth consideration.


  1. It’s easy to fall in love during presentations and demos and to place a new software solution firmly on a pedestal.

After implementation, when some time passes, the shine wears off, and the tarnish sets in. That’s when the breakup process begins. The reality of the situation is that there are some organisations and some vendors who just don’t belong together. Breakups are the result of someone’s expectations not being met. Those expectations should be verbalised at the onset but rarely ever are.

  1. How do you know it’s time for a new ITSM solution?

Unfortunately, there is no pop-up that appears within the application, warning you, “REPLACE ME.” Rather, there are multiple factors you need to pay attention to such as:

  • Knowledge is undocumented or inaccessible – you feel less empowered to it yourself
  • You are struggling to achieve the value you need – things take too long to change
  • You fail to capture, extract, or use data to make decisions and course corrections

If you are nodding as you read this, it’s time to consider a new ITSM solution.

  1. Ways to ensure your next software solution is right for you long term

Know what you want. Have a clear sense of what you want to accomplish with a new solution. What can’t your old solution do that you wish your new one could tackle? And have some self-knowledge too. Know who you are and what you bring to the table, and have an honest discussion about what process maturity gaps exist in your organisation. In your conversations with vendors, communicate what you can do currently and what you hope to do in the future

Look for the right features. Have a sense of clarity and purpose for what you want in a solution. Dive under the hood of a solution, and check if it has the essential features and functionality that will help your team and your company over the long haul. Don’t be tempted to lower the value of what’s important to your business.

Put in the time and effort. Invest some time in researching solutions and getting feedback from friends, colleagues and outside, independent, trusted advisors.

Think holistically and think scalability. Don’t just focus on a solution that will be helpful this year. Think about where your company is going and what it might need from a solution in the future.

  1. People, process, product, collaboration = partnership.

The important factor to remember is that what you are really buying is a partnership. “Partnership” is often the forgotten and arguably the most important ‘P’ of a successful vendor and customer relationship. Of course, the people, processes and product are all imperative, but partnership is often the secret ingredient.

  1. RFP selection process best practices

When it comes to the RFP document, rather than do a “copy and paste” exercise from a multiple-choice template, think about creating a completely different line of questioning that will elicit a different line of response from ITSM tool vendors.

“In one year, we would like to be able to do X. Can your product help us do that and if so, how?”

Think outside the box, and ask questions driven from your business requirements. This will help vendors to truly understand what you need from your next ITSM solution.

Create meaningful use cases and demand vendors to prove they can meet your needs. There is nothing worse than buying something only to realise it doesn’t work for you. Use cases are a great way to draw out a common mutual understanding. But, keep them precise, and only focus on the primary pain points you are trying to overcome.




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