David Spark

It does get you kicked.

It's never been successful.

By the way, it doesn't count if they say it because they've had a concussion.

Do you know who I am?

Or ask, you know, what year is it and who's president?

Because I don't know who I am, yes.

There you go.

I believe I am.

Quote, when you only see 5% of the options, you can't make the best choice.

You can only make the best choice from what you saw.

End quote.

Here's a pattern, noted Richard Stennin of IT Harvest, evaluate three or four vendors, pick one with the best demo, sign a three-year contract.

Now, 18 months later, rip it out because the vendor got acquired and product development stopped or a better solution emerged or the market leader turned out to be the marketing leader.

Now, the implementation time is wasted.

And don't forget the squandered political capital spent justifying the original decision.

Due diligence isn't just about evaluating vendors, but knowing which vendors to evaluate in the first place.

So, Mike, I'm going to start with you.

What does your vendor selection process look like to avoid this trap?

And second, how do you balance the fear, if you have it, of making the wrong choice against the need to make a decision and just move forward?

Period.