One of the biggest mistakes I see organizations make when it comes to their internal user experience is how they procure software. Too often, companies buy platforms that are completely unfit for purpose or have been deployed straight out of the box with no configuration.
The Problem with Poor Software Procurement
This problem is more damaging than most people realize. There’s a naïve assumption that because employees have to use these systems, usability doesn’t really matter. But it absolutely does. A clunky system kills productivity, frustrates employees, and even leads to workarounds that undermine security and consistency. I’ve worked with plenty of organizations where staff actively seek alternatives just to avoid the headache of using their official tools.
Features vs. Usability: Understanding the Difference
There is also a huge difference between a product having the right features and a product being usable. Take Microsoft Office or Adobe Photoshop — both are feature-rich, but they come with steep learning curves. If we don’t rethink software procurement with usability in mind, we’ll keep investing in systems that hinder rather than help.
A Better Way: User-Focused Procurement
I was recently speaking with Sarah Zama from Oxford University, and she introduced me to the term user-focused procurement. The idea is simple but powerful: instead of being dazzled by flashy demos from sales teams, organizations should demand a clean install of the software and test it with real users before committing to a purchase. That way, you can truly gauge how intuitive it is — without the carefully curated experience that vendors want you to see.
Taking It Further: Prototyping Before Procurement
But I think we can go even further. Before even looking at available products, organizations should run a prototyping phase — a process where they map out what the ideal user experience should look like. Then, they can evaluate whether existing tools align with those needs. No system will match the vision perfectly, but at least this approach makes compromises explicit. It also serves as a clear functional specification for vendors, allowing teams to see whether a tool can be configured to deliver what they actually need.
Conclusion: A New Approach to Software Selection
This isn’t just some woolly, wishy-washy notion of caring for users — it’s solid business practice. Before investing in a platform, it’s essential to assess the risks associated with it, and one of the biggest risks is user failure. If employees struggle to adopt the system or find workarounds, the intended productivity gains simply won’t materialize. Even if adoption does occur, the system may ultimately fail to deliver the efficiency and improvements the organization hoped for.
Ignoring usability in software procurement is a gamble that organizations can’t afford to take. The real measure of success isn’t just the feature list — it’s whether the tool empowers users and drives actual business outcomes.
