Strategic platform analysis leading to acquisition
Client: A large global enterprise software provider.
The question
The client wanted to know whether its digital experience platform portfolio could compete with a fast-growing work management and collaboration platform it saw as a threat.
What we did
Our lead architect ran a multi-layered assessment of architectural alignment, extensibility, data interoperability and long-term strategic fit, covering integration patterns, data flows, API maturity, and identity and governance models.
What we found
The two platforms were largely complementary. The client's platform was strong in content creation, personalization, analytics and activation. The work management platform was strong in operational planning, execution and cross-functional collaboration, which were the gaps in the client's ecosystem.
The outcome
Integrating the work management platform would close the gap between designing experiences and delivering them. Leadership chose to acquire the platform rather than spend the time and money to build the same capabilities, and our assessment informed that decision. After the acquisition, customers could manage experiences and the work behind them in one place.