What persuades organisations to adopt our shared platform?

Give each organisation a clear near-term benefit and a manageable path to participation. Work on a blockchain-powered platform for global cargo data illustrates the challenge: participation was needed from shippers, freight forwarders, port authorities and customs officers, while some established working practices still involved fax machines. Long-term transformation could be difficult to sell against familiar routines.

Break the proposition into discrete, practical changes, explaining both the immediate benefit and how participants can achieve it. In the IBM Garage launch campaign, the message stressed how agile collaboration on individual business challenges removed some of the risks of digital transformation. For a shared platform, the practical communication task is to make participation feel achievable, not merely describe a transformed future.

A 2025 Boston Consulting Group survey of enterprise IT decision-makers in North America, Europe and Asia-Pacific found that, when considering platform switching, 75% were concerned about technical migration, 64% about productivity loss and 63% about downtime.

Build agreement and momentum step by step rather than waiting to map the entire transformation journey. Shared-platform adoption involves changes in human behaviour, which deserve at least as much attention as changes in technology. A technically compelling proposition is not enough if the people expected to participate are not helped to change.

Treat effective, empathetic communication as part of adoption, rather than an announcement that follows the technology work. The aim is to help people change and become champions for change. Manageable progress, growing consensus and continued communication offer a more practical approach than expecting agreement on a complete transformation at the outset.