When CIOs search for the best vertical SaaS software for their organization, they look for the key attributes that will meet their specific needs. Yet subtle differences among similar SaaS offerings can lead to acquiring a product that matches their precise needs or one that fails to meet expectations.
Here’s a look at the top vertical SaaS software mistakes and misconceptions and how to avoid them.
Understand any trade-offs
“What many CIOs overlook when purchasing a vertical SaaS offering is that they aren’t only procuring a specialized application, but also accepting the vendor’s underlying data architecture, workflow processes and — increasingly — the artificial intelligence layer,” said Mahesh Juttiyavar, CIO at Mastek, a digital and cloud transformation firm. “While the product’s accelerated time-to-value seems tempting, the ease of implementation comes with trade-offs.”
Juttiyavar added that CIOs also need to pay close attention to how well data governance will be ensured, how flexible the workflow configuration will be, and how the chosen solution can be made compatible with the rest of the enterprise stack.
Establish frameworks for data governance
CIOs often underestimate how critical data quality, governance and portability are when evaluating vertical SaaS platforms, focusing instead on surface-level features and speed to deployment, said Steve Karp, CIO of Unanet, a firm offering project-based ERP and CRM solutions.
IT leaders should establish, socialize and enforce strong data governance practices, processes and procedures, he added. They should also focus on creating a centralized, integrated and secure data repository to serve as the single source of truth for the business, one that’s readily accessible to enterprise AI and analytics tools and to relevant people across the organization.
Assess AI readiness
CIOs need to assess the interfaces that enable interaction with AI, including conversational and generative experiences, said Mark Smith, a partner and chief software analyst at technology research and advisory firm ISG. “These interfaces determine whether the application can support modern workforce engagement and integrate with enterprise AI strategies,” he said.
Smith added that feature- and functional-fit answer only whether an application meets current business needs. “CIOs now need to understand how the application operates as a platform — including its data architecture, governance model and the ways it enforces policies and rules that underpin industry-specific processes,” he said.
Consider visibility and accountability
One of the most common mistakes CIOs make when dealing with vertical SaaS applications is a lack of visibility and accountability, according to Aimen Hallou, CTO at web intelligence solutions developer Floxy. “When AI models, automation rules and workflow logic all reside inside third-party environments, CIOs don’t know how decisions are made, optimized or audited.” Once a system is deployed for several years, recovering the company’s workflow logic may become problematic due to a heavy reliance on proprietary workflows and decision rules rather than modular components that can be controlled in-house.
Does the tool fit your needs?
CIOs frequently evaluate a SaaS offering against the problem it solves in isolation and miss the cost of the silo it creates, said Shams Chauthani, CTO at Tempo Software, a cloud-based developer of strategic portfolio management solutions.
A vertical tool might be the best answer for one team’s workflow, but it also needs to fit in with the broader software portfolio and the needs of the organization at large. The real question shouldn’t be, “does this tool solve the team’s problem?” Chauthani said. “It should be, does this make the organization smarter, or just one department faster?”
The hidden cost of technologies that don’t integrate tends to materialize 12 to 18 months in, when it becomes apparent that the data is trapped in multiple tools that can’t talk to each other, Chauthani warned.
Plan for an acceptable exit strategy
Before deploying a new SaaS platform, CIOs should consider what happens when the relationship ends, as it inevitably will, explained Moe Rosenfeld, CIO at document management services firm eCopier Solutions. How will you get your data out, in what format will it arrive, and how long will it take?
“I’ve watched organizations realize mid-migration that their data was effectively held hostage in a proprietary schema nobody outside the vendor understood,” he said. “That issue should be answered on page one of every evaluation, not buried in a legal review after you’ve already signed.”
