How do we avoid common replatforming pitfalls like scope creep and budget overruns?

Establish a clear, immutable scope document from the outset with a formal change request process. Implement rigorous project governance with regular budget reviews against actuals. Maintain a realistic contingency fund, typically 15-25% of the total project cost. Prioritise 'must-have' features, deferring 'nice-to-haves' to a second phase.

What is the optimal time to replatform, and how often should we consider it?

There's no fixed schedule, but consider replatforming when your current platform critically impedes strategic growth, incurs unsustainable technical debt, or fails to meet evolving customer expectations. We often see this every 5-7 years, but this varies based on industry, platform type, and business objectives. Proactive assessment is key.

How can we ensure our team is ready for a new platform, especially regarding technical skills?

Conduct a skills gap analysis early in the project. Develop a training plan for existing staff or plan for new hires with the necessary expertise. Consider a managed services partnership to bridge skill gaps during the transition and for ongoing support. Internal champions are crucial for driving adoption.

What is the single most important factor for replatforming success?

Clear, consistent executive sponsorship and alignment with the overarching business strategy. When the CEO and leadership team are fully invested and regularly communicate the 'why' behind the replatform, it provides direction, resolves conflicts, and ensures cross-departmental buy-in, which is paramount for overcoming inevitable challenges.

How do we measure the long-term success of a replatform project beyond initial launch metrics?

Long-term success is measured by the sustained achievement of the business objectives set at the project's inception. This includes continuous monitoring of KPIs like improved conversion rates, reduced operational costs, increased market share, and enhanced customer satisfaction. Establish a post-launch review cadence, e.g., quarterly for the first year, then annually, to assess actual ROI against projections and adapt future roadmap items as needed.

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Issue 030BriefingReplatformingRef 113

What CEOs should ask before approving a replatform

Replatforming is a significant investment. Before final approval, CEOs should challenge the assumptions and proposed outcomes with a series of directed questions to ensure strategic alignment and return on investment.

Ian Gordon· Business Development Director

12 Dec 20246 min readReviewed December 2024

"A replatform is not merely an IT project; it is a business transformation with implications across operations, sales, marketing, and customer service."

Written by

Ian Gordon

Business Development Director

31 years at iWeb

LinkedIn →Speak with Ian about your brief →

Ian co-founded iWeb and leads commercial strategy across enterprise commerce programmes. He writes the notes on rescue engagements, procurement failure, platform selection politics, and the point where a transformation programme becomes an operating-model problem instead of a technology one. Focused on commercial clarity, realistic delivery economics, and the gap between what procurement asks for and what the business actually needs.

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