Switching platforms isn’t just a technology project — it’s a strategic shift. Success depends on getting all key stakeholders on board. Here’s how to involve the entire organisation and set your replatforming journey up for success.
More Than Just Technical Terms
Terms like “replatforming” and “digital transformation” can sound like jargon. And depending on each person’s role, these concepts may mean something different to everyone in the company.
At its core, it’s about how the organisation generates revenue. For many businesses, that’s through e-commerce. An e-commerce platform needs ongoing maintenance and, at times, replacement. This can also change work processes, which is why you need broad organisational support. Without that buy-in, things can go awry: the strategy won’t resonate, the project may be seen as complex and risky, there’s fear of costs without clear ROI, and resistance to change can build.
So how do you ensure that crucial buy-in becomes a reality?
A Shared Vision for the Future
The first step is C-level recognition of the importance of digital initiatives. Then, look deeper within the organisation until you uncover the different perspectives on digital transformation — what’s needed, the best path to digitalisation, and the right roadmap. Different departments and brands often have their own budgets, goals, and varying levels of digital maturity.
A best practice is to find a level within the organisation where consensus is achievable. You don’t have to move at the same pace across the entire company; start with a team that’s ready in terms of skills, tools, and focus. When making technical decisions, do keep future scalability in mind for other departments, product ranges, or business units that will join later.
Budget and ROI
Measuring ROI on replatforming can be tricky. Often you’re doing the same things but with better technology, and the returns take time to surface. Replatforming itself addresses only the technical component of the broader plan. The ROI may not always be in more sales; it might be in cost savings or unlocking new capabilities.
For instance, the retailer Zeeman is rolling out a new online platform that’s designed to support a stronger omni-channel experience and new customer journeys. Beyond technology, this shift also involves the organisation as a whole.
Turning “Opponents” into Allies
Departments like Marketing and Sales — responsible for revenue and customer experience — often drive digital transformation. Meanwhile, operational teams handling orders and customer service face the biggest changes in processes and tools. They’ll need to learn new systems and will feel the impact of digital transformation the most. Include these teams early, give them the space to voice their perspectives, and make sure they see this as their project, too.
Replatforming may lead to new business models. For example, selling directly to the end customer can feel like a threat to intermediaries such as franchisees or resellers who’ve driven customer relationships and sales for years. Often, it’s not as black-and-white as it seems, and a better digital platform can benefit resellers too. Involve them in the development process and work out a model that suits everyone — maybe through revenue-sharing or other arrangements.
“Culture Eats Strategy for Breakfast”
Peter Drucker’s famous saying still holds true: companies that invest in internal communication, transparency, and strong leadership are more likely to succeed. Our experience shows that replatforming efforts thrive in organisations that embrace these values. A top-down approach often fails if imposed without alignment.
Consider an IT department that has proudly built its own platform over many years. Replacing it with an external product can feel unsettling, especially if it operates differently. A bottom-up approach encourages teams to see opportunities rather than threats. The recommendation: work together with teams on building the new platform — don’t just hand the project off to an external partner.
Empower Decision-Makers
To maintain momentum, decisions need to be made. That means giving authority to a champion or steering group that has the power and budget to cut through red tape. Without a dedicated budget and decision-making power, plans often stall in the planning phase.
Persistence is essential. Stay the course despite inevitable bumps along the way. Even with thorough preparation, unexpected challenges will arise. A clear direction and determination make all the difference in the end.
Take the First Step Yourself
External partners can provide fresh, unbiased perspectives on bottlenecks and conflicting interests, but the process should start internally. Analyze what’s working and what needs improvement within the organisation. What do you want to change, and why? Which direction do you want to take?
You don’t need a brilliant vision right from the start — just begin by taking that first step together with people from across your organisation. This creates the foundation for a clear brief, helping you bring in the right support. In doing so, replatforming stops being a purely technical challenge and becomes a strategic move in the right direction.