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Why companies are replatforming
The idea that replatforming is only about replacing outdated technology is a misconception. In fact, replatforming can be a powerful driver for change within an organization. This can range from technological innovation and new customer expectations to financial considerations or changes in the business model. Understanding the drivers behind replatforming is crucial: it helps organizations align the project's goals with desired business results. These motivations are usually strategic, operational or technical.
Strategic changes, such as introducing new product categories, entering new markets, or switching between B2B and B2C models, require platform adjustments. Mergers and acquisitions emphasize this once again, as systems need to be integrated to streamline processes and ensure a consistent brand experience. Global ambitions add complexity, such as multi-currency transactions, complex taxes, and different language requirements.
Operationally, the design and functionality of the platform play a crucial role. An excellent user experience promotes customer loyalty and retention, while an optimized platform keeps internal processes efficient while remaining cost-effective. Organizations are looking for platforms with powerful functionalities, such as AI, but that are manageable in terms of total cost of ownership.
Technically, scalability is an important driver. As businesses grow, platforms must be able to handle more orders, page views, and internal interactions. Old systems are difficult to integrate with new technologies or innovations such as AR and VR. Efficient performance and integration with ERP, CRM, and marketing tools are essential. Moreover, optimization for mobile and multi-channel commerce is essential these days.
Organizational expectations
When replatforming, organizations often expect reliable, out-of-the-box solutions that are also adaptable to their specific needs. They value automation and seamless integrations, and often look for modular designs and AI solutions.
While these expectations are valid, they don't always address the root of the problem. Differences in perceptions, expectations, and resources can complicate the journey and lead to a platform that does not fully meet expectations. Both external expertise and a capable internal team are essential to prevent this.
Human factor at the center
A people-centered approach places teams and human factors at the heart of the replatforming process. Well-aligned teams bring diverse perspectives together, create a shared understanding of goals, and ensure that the organization's needs are heard. Team composition, responsibilities and level of commitment are critical to success. Only a well-composed cross-functional team can make a complex project such as replatforming successful.
Composition of the ideal team
The team combines business and IT roles. The business side includes leadership, stakeholders, subject matter experts and business analysts. Leaders define the vision and strategy, stakeholders translate them into concrete goals, subject matter experts translate knowledge into process improvements, and business analysts provide clear functional requirements.
IT roles include developers, solutions architects, data engineers, and application managers. They translate business goals into operational and technical solutions. Solutions architects determine the technology, data engineers structure data and application managers make optimal use of low-code/no-code platforms.
Involving subject matter experts
SMEs are continuously involved during the project, not just in the first phase. Their tacit knowledge — the subtle, unwritten knowledge — is essential for designing processes and software. They work in workshops, sprints and demos and ensure that the final solution is realistic and usable.
Holistic approach
Replatforming requires a holistic approach that optimizes both customer and employee experiences. The process includes: setting goals, building the right team, iterative sprints, workshops led by SMEs, experience mapping, Service Blueprints, user stories, and continuous feedback loops. This is how replatforming becomes a value-creating force that unites business goals, customer needs and technological opportunities.
