At Who Should We Point The Finger Regarding ProcureTech Implementation Success Or Failure?

Based on industry benchmarks, case studies, and implementation performance data, the percentage-based contribution to ProcureTech initiative success by internal roles at the solution provider can be reasonably estimated as follows:

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Responsibility Breakdown for ProcureTech Initiative Success

Role	Estimated Contribution (%)	Explanation
Implementation Team	40%	Their ability to configure, train, and go live determines real success; the most critical touchpoint.
Support Team (Post-Go-Live)	20%	Keeps the system running smoothly, addresses issues, and builds long-term user trust.
Sales Team	15%	Sets expectations and scope clarity; poor scoping leads to failure even with good delivery.
C-Suite (Product Vision & Culture)	15%	Drives roadmap alignment, leadership credibility, and organizational commitment.
Marketing Team	10%	Influences initial perception and strategic framing, but has limited impact after deal closure.

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Summary Insight:

• 70% of success hinges on post-sale execution (implementation + support).
• Overpromising or misaligned messaging by sales and marketing accounts for ~25% of failure risk.
• The C-suite matters most when strategic pivots, escalations, or roadmap alignment are needed.

NOW, LET’S GO TO THE CHARTS STARTING WITH THE SOLUTION PROVIDER

BUT WAIT, AREN’T THERE MORE PLAYERS AND MORE CHARTS TO CONSIDER?

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SO, WHERE DO YOU POINT THE FINGER?

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