Making confident tech choices: A framework for non-technical executives
Written by Rich Johnson from Spinach Consultancy
Leading a growing business means making technology decisions that can shape your company's future.
But what happens when you're not technical yourself?
As a business leader, you're expected to make informed decisions about CRM systems, website platforms, automation tools, and digital infrastructure.
Yet many of these conversations feel like they're happening in a foreign language. You're nodding along in meetings while vendors throw around terms like "API integration," "scalability," and "tech stack," hoping your instincts will guide you to the right choice.
The good news? You don't need to become a developer to make smart technology decisions. You need a framework for evaluating options and asking the right questions.
Here's how to make confident choices without a computer science degree.
Start with the business problem, not the technology
The biggest mistake non-technical leaders make is starting with technology solutions rather than business problems.
A vendor might demo an impressive AI tool, but if it doesn't solve a specific challenge you're facing, it's just expensive software you'll stop using in six months.
Before evaluating any technology, document the problem clearly:
- What process is broken or inefficient?
- How much time or money is this costing you?
- What would success look like in measurable terms?
- Who in your organisation is affected by this problem?
For example, "we need a CRM" is not a business problem. "Our sales team wastes 10 hours per week chasing information across spreadsheets and email, causing us to lose track of prospects" is a business problem a CRM might solve.
Resource: The Harvard Business Review article "Before You Implement New Tech, Ask These 4 Questions" provides a solid framework for technology evaluation.
Build your translation layer
You need someone who can translate between business needs and technical requirements. This might be:
- A technical co-founder or director who understands both worlds
- A fractional chief technology officer who works with you part-time
- A trusted technical advisor outside your organisation
- An experienced project manager with technical literacy
This person's job isn't to make decisions for you but to help you understand the implications of different choices. They should be able to explain trade-offs in business terms: "Option A costs less upfront but will require expensive customisation in 18 months. Option B costs more now but grows with you."
If you don't have this person yet, that's your first priority. Making technology decisions without translation support is like negotiating a contract in a language you don't speak.
Ask these questions before any major technology purchase
When evaluating platforms, systems, or tools, use these questions as your evaluation framework:
- Integration and compatibility:
- What systems does this need to connect with?
- Does it have documented APIs or integration options?
- Have other companies successfully integrated it with our existing tools?
Scalability and growth:
- Will this solution still work if we double in size?
- What happens when we hit the limits of our current plan?
- What's the cost structure as we scale?
Vendor stability and support:
- How long has this vendor been in business?
- What does their support model look like?
- Can we get references from similar companies?
- What happens if they go out of business or get acquired?
Total cost of ownership:
- What's the all-in cost including setup, training, and ongoing maintenance?
- What hidden costs might emerge (integration, customisation, additional users)?
- How much internal time will implementation require?
Exit strategy:
- Can we export our data easily if we need to leave?
- What format does the data export in?
- Are we locked into long contracts?
These questions often reveal issues that glossy sales presentations hide.
Resource: Simon Wardley's work on mapping technology strategy is invaluable for understanding how technology choices fit into your business landscape. His book "Wardley Maps" is available free at https://medium.com/wardleymaps.
Beware of these common pitfalls
Buying for features you don't need: Vendors love showing off extensive feature lists, but most businesses use 20 per cent of any platform's capabilities. Focus on the core features that solve your specific problem.
Following competitors blindly: Just because your competitor uses a particular system doesn't mean it's right for you. They might have different processes, team sizes, or technical capabilities.
Underestimating implementation time: Most technology projects take 2-3 times longer than initially estimated. Factor this into your planning and resource allocation.
Ignoring change management: The best technology fails if your team won't use it. Budget time and resources for training, process changes, and adoption support.
Falling for "we can customise that": Heavy customisation creates ongoing maintenance costs and makes future upgrades complicated. Look for solutions that fit your needs with minimal customisation.
Build your decision-making process
Create a simple, repeatable process for technology decisions:
1 Document the business case: What problem are we solving? What's the cost of not solving it?
2 Define success criteria: What specific outcomes would make this a good investment?
3 Research thoroughly: Look beyond vendor websites. Find user reviews, talk to actual customers, and check independent sources.
4 Test before committing: Most platforms offer trials. Actually use them with real data and workflows, not just a demo environment.
5 Involve end users: The people who'll use the system daily should be part of the evaluation. Their insights are often more valuable than feature checklists.
6.Check references: Speak to at least three current customers with similar business sizes and use cases.
7.Review the contract carefully: Understand cancellation terms, price increases, data ownership, and what happens if things go wrong.
Resource: This Youtube video from Y Combinator, "How to Evaluate Startup Ideas", contains excellent principles for evaluating any business decision, including technology choices.
Questions to ask yourself right now
Take a moment to assess your current situation:
- Do I understand why we chose our current technology systems?
- Can I explain our technology strategy in simple business terms?
- Do I have someone I trust to translate technical decisions into business impact?
- Are our technology choices aligned with our three-year business plan?
- Do I know what our biggest technology risks are right now?
- Am I making technology decisions reactively or strategically?
If you answered "no" to more than two of these questions, you might benefit from external strategic support.
When to seek expert help
Some situations call for bringing in specialist expertise:
- You're planning significant digital transformation
- Your technology costs are spiralling without clear returns
- You're experiencing frequent system failures or security concerns
- You need to evaluate a major platform change
- Your team is growing rapidly and current systems won't scale
- You're preparing for investment or acquisition due diligence
The cost of expert advice is almost always lower than the cost of a wrong technology decision. A poor platform choice can cost you 12-18 months of productivity and significant money to unwind.
Moving forward confidently
Making technology decisions without technical expertise is challenging, but it's not impossible.
By focusing on business outcomes, building your translation capability, asking the right questions, and creating a solid decision-making process, you can make confident choices that support your business growth.
Remember: Technology should serve your business strategy, not the other way around. If you can't explain why a technology decision makes business sense in plain language, you probably don't understand it well enough to commit.
The most successful non-technical leaders I've worked with don't try to become technologists. Instead, they build strong frameworks for evaluation, surround themselves with trusted advisors, and stay focused on business outcomes rather than technical features.
Need help navigating a technology decision? If you're facing technology choices and want strategic guidance, I offer a complimentary 40-minute Technology Review for business leaders.
We'll discuss your specific challenges and I'll provide direct feedback on your options.