Ensure Technology Implementation Success with Your Vendor

The Bridgeforce editorial team asked Michelle Macartney to discuss best practices and overcoming challenges of integrating new tech into existing infrastructures as part of business modernization.

In today’s rapidly evolving financial landscape, mastering modernization through effective technology implementation is crucial for financial institutions (FIs) to maintain a competitive edge. A strategic partnership with the right vendor is only the beginning; the true challenge lies in the seamless integration of new technology into existing infrastructures while ensuring minimal disruption to operations.

What steps ensure a smooth transition to technology implementation after selecting a vendor through the RFP process?

Michelle:  The first step is to invest significant time in planning. Often, the excitement to begin implementation leads to rushing toward an arbitrary target date, like “we need this live by Q2 2025.” This mindset can cause projects to fail due to insufficient planning.

Start with clear desired outcomes. Define what success looks like and develop a prioritized plan that breaks the implementation into manageable pieces. This de-risks integration of technology into existing systems, both operationally and technically.

Another critical step is defining the target operating model. How will operations look post-implementation? Avoid a “lift and shift” mentality where old processes are simply moved to a new system. Instead, optimize processes to align with the new technology’s capabilities—whether that’s enhancing customer experience, improving efficiency, ensuring compliance, or achieving higher quality standards.

Should the target operating model and other planning steps begin during the RFP process?

Michelle:  Absolutely. During the RFP stage, you should identify your business objectives and the problems you’re solving. While you might not define the target operating model in detail, giving it thought will guide understanding of the critical capabilities you need from the solution. [Read more about best practices to select the right-fit solution partner in a previous interview with Michelle.]

How can financial institutions and vendors maintain effective communication during the technology implementation?

Michelle:  Start by establishing strong project management, governance, and communication frameworks. Both the FI and the vendor should have experienced project leaders driving the effort.

Create routines like regular work team meetings, senior management updates, and executive committee sessions. These ensure alignment across all levels. It’s essential to make sure status reports are factual—avoid the temptation to hide issues until they escalate.

Using a RACI matrix is another key strategy. This tool identifies who is Responsible, Accountable, Consulted, and Informed for critical tasks and decisions. It also defines decision authority, ensuring clarity when key choices arise. Lastly, ensure senior stakeholders from both sides have a direct communication line.

How do you manage unexpected challenges during technology implementation?

Michelle:  It starts with a solid project management framework that includes risk management. Early in the planning phase, ask: What could go wrong? Categorize and rank risks by probability and impact. Then, create mitigation and contingency plans.

Most people who create the initial project plan only think about the “happy path”—everything going perfectly. By planning for risks up front, surprises will be minimal. Clear governance, communication channels, and proactive risk management provide the structure to address challenges efficiently.

Let’s talk about training. How do you ensure ongoing training and support for staff?

Michelle:  Training and support should be integral to a well-defined change management strategy. Staff need to understand how their day-to-day duties will change—not just those directly impacted but also departments affected downstream, like finance or credit reporting.

Effective training includes clear policies, updated procedures, and comprehensive job aids. It’s best to train staff close to the go-live date so the material stays fresh, but not so close that they lack time to absorb it. Interactive training, such as quizzes and live system exercises in a sandbox environment, is particularly effective.

Involving a subset of staff in user acceptance testing (UAT) can also help. These “change ambassadors” often identify overlooked issues and become advocates for the system, energizing their colleagues.

For support during go-live, we recommend setting up a “war room”—a dedicated team familiar with the technology and operational changes, with a direct line to the vendor for immediate issue resolution.

How do financial institutions plan for scalability and future growth with their new solutions?

Michelle:  Scalability starts with clarity on long-term business outcomes and the target operating model. This ensures you can identify implementation phases and allocate the necessary resources—both financial and human—to achieve those goals.

One common pitfall is over-reducing the scope to meet budget or timeline constraints, resulting in a winnowing of the “minimum viable product” (MVP). What results often relies heavily on manual workarounds and incomplete solutions when subsequent phases are deprioritized. To avoid this, commit to the full scope of implementation from the start.

What steps should financial institutions take to assess and improve the solution after implementation?

Michelle:  Accountability is key. Document milestones and measurable goals at the outset that tie back to the success factors, then track and report progress. Regularly assess whether the solution meets the original business objectives and gather feedback from employees using the system.

Set checkpoints to evaluate performance and ensure the technology delivers the intended outcomes. Continuous improvement hinges on maintaining this visibility and engaging with the staff who interact with the solution daily.

What’s the most important piece of advice for institutions investing in a new solution?

Michelle:  Invest in people who know how to implement new technology solutions. Whether from within your organization or through experienced consultants, having the right team is critical.

Without this expertise, critical elements like change management, updated procedures, and optimized processes may be overlooked. At Bridgeforce, we’ve guided many institutions through this process. Our experience helps avoid pitfalls and ensures a successful outcome.

Remember, implementing technology is like replacing plumbing without shutting off the water. You must keep operations flowing while transforming your infrastructure. That requires the right expertise, solid planning, and a commitment to doing it right the first time.