While most sourcing professionals would like to play a more active part in identifying and integrating new technologies, many find themselves struggling \n\nto keep up with the driving trend of Tech Populism. Thanks to an advancing technology-native workforce, ubiquitous broadband, and abundant \n\ncollaboration tools, information workers can now provision their own software tools, information sources, and social networks via the Web to support \n\ntheir jobs. More and more, business users are moving forward with new technology initiatives without the guidance and structure that sourcing \n\ndepartments typically provide. The task of identifying and sourcing new technologies is, however, more important than ever. Unlike the evaluations being done by their IT \n\ncounterparts, leading-edge SVM teams bring specialized expertise in evaluating areas such as commercial terms, supplier viability, governance, and \n\norganizational risk. Rather than give up on their efforts, sourcing professionals need to bring more focus, clarity, and transparency to their emerging \n\ntechnology evaluations. Although there's no single methodology that will serve as a "silver bullet" for evaluating a new technology, there are best \n\npractices that SVM professionals should consider in the context of their expertise and their company's goals. Forrester has identified the following six \n\nkey factors to consider:1. Understand Business Alignment To Clarify The Buy Versus Build DecisionFor SVM professionals to get involved in sourcing a new technology, the technology needs to be far more than just "cool" \u2014 it needs to bring \n\nnew, strategic capabilities to the company. From the outset, ask business counterparts fundamental questions about the business benefits that a \n\ntechnology provides and know why it is necessary to rely on third-party providers to access those benefits. There are far more reasons for SVM \n\nprofessionals to contribute to a new technology initiative if it's clear that it 1) contributes to strategic objectives, and 2) provides benefits that are clearly \n\noutside of the company's core competencies.2. Consider How The Technology Will ScaleBefore a new technology is deployed across the organization, sourcing should have ample evidence that it has an internal "market" beyond existing \n\nusers. It sounds simple, but if a new technology is not practical, user-friendly, and complementary to existing work processes, it's not likely to gain \n\nwidespread adoption with a diverse user base. For example, while there are a range of community platform offerings in the market, Jive Software is \n\ngaining traction with enterprise customers because it incorporates the needs of many different constituencies \u2014 including the gatekeeper IT \n\nprofessionals \u2014 into its solution. 3. Anticipate Various Pricing ScenariosIt's not uncommon after a long and detailed technology evaluation process to forget about the "soft" factors that will lead to a successful \n\nimplementation \u2014 and could significantly affect the total cost of a new technology. While pricing emerging technologies is never easy, sourcing \n\nprofessionals need to be aware of the full range of costs \u2014 like training, support, and change management requirements that will be required to \n\nreap the technology's benefits. Conducting ROI or TCO analysis on a new technology is sometimes more art than science, so considering cost \n\nrequirements under various adoption scenarios can help you anticipate and mitigate the pricing risk factors.4. Evaluate Key Internal Risk ConsiderationsAlthough any new technology creates risk, the sourcing professional can play a critical role in identifying the type of risk that matters most to his or \n\nher organization. Risks related to security, data ownership, or intellectual property rights are all risk considerations that will matter differently to different \n\ncompanies. For example, a government contractor might consider the risks associated with a hot new software-as-a-service offering as a serious barrier \n\nto adoption, while a small business could view these same risks as trivial.5. Look For Signs Of Supplier ViabilityUnless a company is comfortable being an "early adopter," it's important for sourcing teams to systematically evaluate supplier viability. Suppliers \n\nthat can't provide answers about the strength of their balance sheet, the size of their clients, the churn of their clientele, and the business results they have \n\nprovided may be too immature for a typical enterprise buyer. While it is often reasonable to use a supplier that is new or less experienced, SVM \n\nprofessionals should be aware of the risks that such a strategy brings. 6. Research The Stability Of The MarketAlthough the CEOs at most start-up companies don't want to admit it, their ecosystem of buyers, suppliers, and competitors plays a vital role in their \n\nstability and long-term health. When evaluating a new technology, it's a good idea to understand the diversity of companies in the market, which \n\ncompanies have unique strengths, and how quickly the companies in the market are growing. Lack of diverse competition, market growth, or limited \n\ninterest from financial investors could all be red flags that a market is too immature or too unstable to justify sizable dollars and not worthy of a \n\nsourcing professional's time and effort.Chris Andrews is a Senior Analyst at Forrester Research, where he serves sourcing and vendor management professionals.