Contract managers face the challenge of overseeing the contract lifecycle from request to renewal, while struggling to show stakeholders the significance of an often complicated and undervalued process. The goals of reducing risk, increasing productivity, and improving visibility are at the core of effective contract management strategies. However, all too often, the tendency for failure remains high.
Contract Management Software can benefit any organization that needs to manage contracts or agreements, but one of the most common objections is the cost. Understandably, budgets are a considerable factor in all business decisions, but low-cost contract management comes at a higher price.
The terms "contract management" and "contract lifecycle management" may seem synonymous however, there are clear lines that can make or break the positive impact and value that contracts create. Organizations looking for opportunities to improve processes, profitability, compliance, and security must develop an understanding of the difference between contract management and contract lifecycle management so when the time is right, they can adeptly leverage contracts to achieve organizational goals and reach new heights.
In a previous CobbleStone blog, Project Coordinator, Nash DeVita, identified the key areas that can make or break enterprise contract management software implementation success.
In this blog post, I interview Nash and dig deeper into who the contract management software administrator (who owns implementation on the client-side) should be, and what it takes on the client-side to reach the go live milestone on time with the anticipated contract management software ROI.