IT procurement has always been an activity that provides the CIO and IT staff with substantial power —that of a customer who defines the requirement, negotiates, and sweats the poor sales person through each interaction. There are horror stories of negotiations beginning post midnight, as well as of joyous ones with a handshake happening across the table in less than an hour. In a few cases, this negotiation is the role of a specialist IT buyer or purchase department.
The recent past has seen a lot of rigor in this process, with expectations of better deals and discounts driven by tightening budgets. In many cases, Finance teams were thrust upon the CIO to validate or take over the negotiation. The underlying assumption is that Finance has better negotiation skills, and they will fiscally protect the enterprise’s interests. It is another matter that these individuals (with best of interest) had little knowledge of the overall value propositions on the IT solutions. Another angle discussed is of governance, elimination of temptation driven by large value transactions, and keeping everything above board.
In the early days of my career, one of the executives charged irregularities in IT purchases. I welcomed the conducted audit, which validated the IT departments’ innocence and above board dealings. This set into motion a change in process with the induction of another coworker from Finance during the buying process. While she was in the initial stages an observer more than a contributor, over a period of time, she was able to start adding value. The cast aspersions were no longer a talking point, but collaboration was considering the perceived transparency that it brought to the process.
There have been not so pleasant experiences too for some CIOs facing “interference” from other functions, as they do not understand (nor make an effort to). Thus the strained relationships between IT, vendors, and largely the finance/purchase team leads to a lose-lose proposition for the enterprise—with delays, inefficient negotiations, and missing line items in the overall project charter or Bill of Material. Everyone finds this an ordeal, but is unable to change the outcome, as the value propositions are not understood.
If your organization is functioning well without involvement from other functions in IT procurement, periodically review the perception of how you are seen doing that same. It would help you address issues before they become a talking point. On the other hand, if your organization does require purchase decisions to involve a larger group, get them into the discussion from day 1. Else you may face frustrating moments in the future. Their involvement and participation will be a function of whether they are measured on this. Make sure that KRAs are aligned; else they have no reason to devote time beyond what makes them win and look good.
I also had the privilege in a company to have senior finance personnel sit through tech vendor presentations nodding knowledgeably for a while. Then they would start making excuses not to participate, or get off the meeting as some important call took them away.