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The second area of consideration in a platform decision is about evaluating the viability of both the current and alternate, or switch, platforms. This involves understanding current user sentiment, anticipating the sustainability of the solutions over time, and gauging the plausibility of achieving your objectives.
Of all the considerations that go into a platform decision, estimating economic impact may be the most difficult. Your CMO will need it to build a compelling case, and your CFO will second-guess any assumptions you make. The good news: our Impact Model can help you satisfy both!
CMOs need a compelling estimated impact in order to get approval for a platform switch. However, CFOs may be a bit more demanding – they’ll probably ask: how much variance can we have in our assumptions, and still come out ahead? Here’s how to answer with confidence.
Let’s combine everything we saw in our earlier posts about platform fit, viability, impact – are there any interesting observations we might glean? Yes! It turns out that certain platform differentiators are directly linked to productivity, which in turn drive economic impact.
When organizations embark on a platform decision, they also think about change management. But what does that mean in our world of enterprise work management? Well, several things. But it’s the logistics, usage and behavior side of change that be the most important.
Our series of posts on platform decisions covers variety of topics that are important to make the case for change, and to formulate a carefully considered platform decision. Now, here are our top-3 words of advice for getting all the juice out of your platform decision.
For anyone looking to get a foothold toward a successful DAM implementation, and hoping to avoid pitfalls along the way, two questions inevitably come up. First, where do I begin? And second, how do I get there from here? The good news: a prescriptive approach should help.
When embarking on a DAM transformational journey, where should we start? Well, how about if we start with the end and ask ourselves, what are we really trying to achieve? That would be two things: an Operational System of Record (OSR), and User Adoption.
When embarking on a DAM initiative, make sure you know your DAM customer! Meaning, be clear about the specific target audience that will use your DAM, and focus your DAM development on meeting their specific needs. Geoffrey Moore’s classic Crossing the Chasm shows how it’s done.