In my last article, I talked about gathering and understanding requirements. This time, I will move on to making sure that some hidden requirements are considered, and then how to ask the questions that make it much easier to get the rest of the firm onside (especially those pesky senior managers and board members who tend to hold the purse strings). What is the matrix within which we want to solve this problem? It's not enough to know what the

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I said in my previous article that this is a subject worthy of some time of its own. So here goes with a really broad topic. There are lots of factors to consider when looking at any software purchase. I will cover two here, and others in a future article (or articles as the muse takes me). 1) What does the business need (and in some cases what are the competing needs of the business)? Of the different needs, which

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First, there was "Why make what you can buy?"​ Now it's "Why buy when you can rent?"​ Thoughts about solving some business challenges. The company I now work for was founded by a man who couldn't book a squash court when he wanted to, and this irritated him to the point he wrote a booking system. First, there was "Why make what you can buy?"​ Now it's "Why buy when you can rent?"​ Thoughts about solving some business challenges. Jump

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Something deeply transformative began happening in retail in 2015. If you were there with us at Shop.org in Philadelphia in October or eTail East in Boston last August you’ll know exactly what I mean. At both events, in the keynotes, seminars and throughout the expo halls, the conversation kept coming back to how retailers can enable sustainable, scalable omnichannel strategies that incorporate – and maximize value of – their physical stores and assets. Time and again over the past year

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Let’s check the calendar, shall we? Nearly a year has passed since Shop.org. Seven months since NRF. At both shows we saw and heard a lot about “omnichannel” and “multichannel,” “clienteling” and retail innovation. Yet entire seasons have passed. And according to trade writers, many retailers are still slow to execute on these concepts.  Slow to put practices in place that deliver on the expectations of omnichannel customers and current-quarter shareholders alike. This is understandable. Change is hard

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