The selection of new technologies is no longer just an IT issue for B2B companies. It determines how efficiently internal processes run, how quickly new business models can be implemented – and how well companies can compete in an increasingly digital market.
At the same time, technology selection has become more complex: the market offers countless solutions that differ in functionality, costs, integration capability, and future viability. While standard software was often seen as “one-size-fits-all” in the past, companies today face the challenge of finding a solution that fits their specific situation – and does so in the long term. But this is exactly where the dilemma begins. Let’s dive deeper!
The 3 Biggest Challenges in Technology Selection
In client projects, we observe three recurring and central challenges:
The technology jungle is overwhelming
The market is developing rapidly: cloud platforms, industry-specific SaaS solutions, AI-powered tools – every week a new option seems to emerge. Many companies lose track and ask themselves: Which solution really fits our business requirements – and not just the current trend?Integration and long-term perspective are hard to assess
Even if a solution seems attractive today, knowledge is often lacking on how it can be integrated into existing systems or what impact it will have on the future IT landscape.
Example: A CRM system may look modern and user-friendly, but if it does not integrate seamlessly with ERP or marketing automation, silos are created – with costly consequences.Internal conflicts block decisions
While the IT department prioritizes stability and security, marketing often demands agility and fast campaign management. Sales, in turn, thinks in terms of customer data and reporting. This often results in endless discussions that delay or even block decision-making processes.
Tip: Many companies believe tech selection is purely a technical question. In reality, the problem is moderation and translation between departments.
Typical Mistakes in Tech Evaluations
Companies that handle the evaluation on their own repeatedly fall into similar traps:
Technology-driven instead of business-driven decisions
Features and marketing slogans often sound convincing. But the decisive question is: Does this technology measurably contribute to our business goals?Underestimated integration and change costs
Many calculations only consider license or purchase costs. Customizations, interface development, migration, and training often later blow up the budget.Incomplete stakeholder involvement
When key departments are not involved from the start, “forgotten” requirements emerge later. The result: expensive adjustments or even a restart.Outdated thinking in software categories
Instead of examining modern, flexible composable architectures, companies still think in the categories of the 2000s: a monolithic ERP, a rigid CRM. But today’s reality requires more modular, combinable solutions.
External Support in Tech Evaluation – Yes or No?
External expertise is especially brought in when decisions are strategically or financially highly relevant. Typical scenarios:
Strategic digital initiatives
These are usually launched when a business model is being rethought, or a fully digital sales channel is to be built. Here, the decisions affect the core of the company and cannot easily be reversed.Modernization of legacy systems
Many companies still work with decades-old systems that run reliably but act as innovation and growth blockers. If replacement or modernization is necessary, investments often run into millions. Mistakes are correspondingly expensive.Complex integration projects
Especially in corporations or internationally active companies, systems must connect different departments, markets, and processes. External experts help structure complexity and set priorities.Lack of internal resources
Even if expertise is available, time or neutrality is often lacking to carry out a sound evaluation. Especially in politically sensitive projects, external moderation is crucial.
For decisions of such great importance, external support pays off. It offers three decisive advantages:
Neutrality – External experts moderate between departments, balance interests, and ensure that decisions are made objectively.
Experience – Insights from many projects and industries bring best practices that are often missing internally.
Structure – A clear evaluation process prevents endless discussions or overlooking important criteria.
This turns a complex, potentially conflict-laden selection process into a sound decision that strengthens the company in the long term.
Are You Ready for a Technology Decision?
Checklist for your company
✓ Have clear, business-oriented criteria been defined?
✓ Have integration and change efforts been realistically assessed?
✓ Have all relevant stakeholders been involved from the start?
✓ Are we also reviewing our architectural approach?
Conclusion
The selection of new technologies is not a “tool question.” It is a balancing act between business value, technical feasibility, and internal acceptance.
Those who start without clear positioning risk:
costly wrong decisions,
long delays due to internal conflicts,
and an IT landscape that cannot meet future requirements.
External support does not mean outsourcing decisions. Instead, it ensures that decisions are well-founded, objective, and future-proof – aligned with the company’s strategic goals. Our diva-e Conclusion Experts are happy to support you in this.
