Within Bangladesh’s domestic software and IT solutions market, there exists a profound yet largely unacknowledged problem: the deficiency of “Technology Acquisition Skills” on the part of the buyer. Much attention is typically devoted to the capabilities of software firms, the proficiency of programmers, the quality of code, or adherence to delivery timelines. Far less scrutiny, however, is applied to the preparedness of the purchasing organisation itself. In reality, acquiring technology is a specialised competence in its own right. It is not merely a matter of having funds available or possessing decision-making authority; it entails the ability to define business problems with precision, develop structured requirements, understand available market solutions at a foundational level, evaluate vendors judiciously, assess risk, and manage organisational change effectively.
A significant psychological barrier within our context arises from a natural assumption: the party providing the funds often believes itself to be the more knowledgeable. This inclination is not unusual; many of us, when seated on the buyer’s side of the table, are susceptible to similar assumptions. Yet technology acquisition is a domain in which financial authority does not equate to strategic or technical insight. It is rarely comfortable to suggest to a buyer that the process of purchasing technology ought first to be learned. Consequently, an unspoken tension frequently emerges at the outset. Requirements are inadequately articulated, business objectives remain ambiguous, and once the project has commenced, repeated alterations are introduced. When vendors resist such changes on legitimate grounds, their caution may be misconstrued as reluctance or incompetence. Relationships deteriorate, timelines extend, budgets escalate, and the ultimate outcome falls short of expectations on both sides.
Another recurring difficulty lies in the disproportionate emphasis placed upon superficial design over substantive functionality. Rather than concentrating upon how effectively a solution enhances operational efficiency, strengthens data management, or improves decision-making, discussions often gravitate towards aesthetics—colours, layouts, dashboards, and visual embellishments. The consequence is that energy is expended on cosmetic adjustments while the underlying business challenge remains inadequately addressed. Technology, instead of functioning as a strategic enabler, risks being reduced to a decorative accessory.
In such circumstances, while entrepreneurs and software vendors undoubtedly suffer, the greatest loss is borne by the purchasing organisation and its investors. An IT solution is not a fungible commodity that can easily be repurposed if it fails to perform. A custom-built system that does not meet its intended objectives frequently represents a near-total loss of investment. Beyond financial cost, there is the erosion of time, morale, and confidence in future technological initiatives. Over the longer term, such failures weaken an organisation’s competitive position.
For these reasons, acquiring technology responsibly demands deliberate preparation. Decision-makers would be well advised to invest time in understanding the fundamentals of technology procurement, requirements documentation, vendor evaluation frameworks, and project governance. Where necessary, short courses or specialist advisory support may prove invaluable. A modest investment in knowledge at the outset can prevent substantial financial and operational losses later.
The issue is even more consequential in the public sector, where procurement decisions involve public funds. Officials responsible for technology acquisition and project approval should receive structured training in Technology Acquisition Skills. Policy-level awareness and professionalisation of procurement processes can significantly reduce project failure rates. Technology purchasing is not merely an administrative exercise; it is a strategic undertaking that shapes institutional and national capacity over the long term.
The international experience offers instructive lessons. During the 1980s and 1990s, the United States witnessed numerous high-profile failures in large-scale technology projects. Inadequate requirements, flawed vendor selection, and weak change management were common causes. In response, procurement standards, IT governance frameworks, and project management methodologies were strengthened considerably. Those lessons remain readily accessible. It is neither necessary nor prudent to learn exclusively through costly repetition of avoidable mistakes; there is little merit in repeatedly reinventing the wheel.
Ultimately, strengthening the local software industry requires not only capable developers but also informed buyers. Without Technology Acquisition Skills, purchasing technology becomes an exercise in blind investment. If genuine digital transformation is to be realised, equal emphasis must be placed upon cultivating professional competence, institutional discipline, and strategic foresight in the acquisition of technology.