The term “re-platforming” typically is not a simple process of migration from one type of vendor to another – it is typically a chance for a brand to re-imagine their entire digital experience and take a critical look at long-term goals.
Some industry experts say a CMS only lasts a company five years, which should line up perfectly with the ebb and flow of your organization’s changing mission objectives and directional shifts. Such a large organizational undertaking as moving to a new platform will come with a cost (in time, money and effort) and focus – why not take complete advantage and have a critical look at what the present goals of your company are?
As an organization, Episerver ends up facilitating many of these future-setting conversations with our customers as they evaluate our technology. “Where is your company going?” is a typical lead into making sure our feature set can empower teams to meet those expectations.
From these experiences, we have become experts at recognizing the agility of our prospects (and current customers) in their ability to influence and make changes internally. We created the Episerver Digital Agility Model to chronicle and methodize these observations that we make and help quantify a company’s ability to respond to change. The platform itself cannot work to its fullest potential if the organization does not have the proper agility to plan and execute on its vision.
Let’s discuss three simple truths that we typically see in our evaluations – consistencies and red flags that pop up time and again.
CMS and commerce evaluations become a process in “board room therapy” where companies discuss their understanding of what they must become but detail how they are diverted by internal roadblocks. All too often, companies purchase their platform and implement their site, but never resolve the change management and adoption challenges needed to realize their vision. I typically break down the remedy to this in two ways:
By vetting a company’s current state in the Digital Agility Model evaluation, stakeholders can identify what to invest in and how to get there based on where they currently are.
You know that company you idolize and want to be like? The one your CEO says, “We have to become X?” Well, they didn’t get there overnight. CMS and commerce platforms are not the magic switch that changes your company into your idol (though it is a premium tactic and tool to move in that direction). Think of small wins in these ways:
If you talk to a marketing team, they should be able to tell you their baseline key performance indicators (KPIs). You would be shocked how often these KPIs are too macro and do not reflect the nuances of a business or too micro to reflect organizational goals. A few things to consider:
Measurement is a confirmation of a bigger strategy and should come with a commitment to a cycle of measurement, analysis and adjustment.
Organizational change comes from maximizing digital agility. We preach a “Crawl, Walk, Run, Fly” concept when it comes to determining the state of organizational growth. What stage are you in with your digital agility? Take the digital agility evaluation.