Navigating Implementation Partnerships
How to Choose Wisely and Hold Them Accountable
Let me know if this sounds familiar. A client of mine was implementing a major software solution. They brought in a highly recommended implementation partner – recommended by the vendor themselves! – to lead the deployment.
The team fell so far behind that they ran out of budget, fired the project lead who had scoped the work, and simply disappeared.
This isn't an isolated incident. It happens constantly in transformation projects, and it's one of the primary reasons implementations fail: everyone signs up for the promises made by the future state without ever understanding the underlying operation.
The Partner Problem
Implementation partners are a necessary part of any major software deployment, but they often approach projects with a deeply flawed mindset:
They've done this "1,000 times before" (their words) so they use a templated approach
They conduct minimal scoping conversations before charging ahead
They promise unrealistic timelines and features to win the business
They lack real understanding of your operational nuances
When things inevitably go sideways, one of two things happens: they get overworked trying to salvage the project, or you're left with such a bad taste that you bring in someone else – who then tells you the first team had no idea what they were doing.
This cycle is devastating to your strategic goals and contributes directly to implementation fatigue.
Choosing Partners That Won't Fail You
After years of rescuing failed implementations, I've developed a framework for selecting partners who won't leave you hanging:
Prioritize industry expertise over software expertise: Find partners who understand your specific business operations, not just the software. A Salesforce wizard who knows nothing about your finance processes will create more problems than they solve.
Demand proof of similar-sized implementations: Partners who typically work with enterprises will struggle with mid-market companies, and vice versa. Match the scale of their experience to your needs.
Insist on meeting the actual implementation team: Don't fall for the bait-and-switch. The impressive team that sells you might not be the one showing up for the work.
Require detailed transition and knowledge transfer plans: What happens when the implementation is "done"? The best partners have robust plans for ensuring your team can maintain what they've built.
Be wary of the upsell.
Many partners will offer run support to squeeze recurring fees from you. There is nothing wrong with them providing run support, but that run support should match your strategy, and you should know exactly what you are paying for.
Subsequently, sales reps - particularly SASS reps - love to sell bolt-on functionality. Don’t let them lead you toward a pre-determined conclusion. You’re in the driver seat. Drive the car.
If a rep is trying to take you out of the driver’s seat, they’re going to be a nightmare to work with long term. Just cut bait and move on.
The Internal Stakeholder Essential
Even with the perfect partner, you still need that internal project lead I mentioned in my previous post. This person's job is to:
Translate between your business and the implementation team
Establish clear communication protocols
Create accountability frameworks with consequences
Document decisions and challenges throughout the process
This role cannot be outsourced. They must be from your business, understand your operations, and have enough authority to make decisions stick.
In the end, a successful implementation partnership isn't about finding perfect vendors—they don't exist. It's about creating the right structure, setting appropriate expectations, and establishing clear accountability on both sides.
By selecting partners based on industry knowledge rather than just technical skill, verifying their experience with similar organizations, meeting the actual implementation team, and demanding comprehensive transition plans, you dramatically increase your chances of success.
Remember that your internal project lead is the linchpin that holds everything together. Their ability to translate business needs, maintain communication channels, and enforce accountability will ultimately determine whether your implementation succeeds or fails.