Choosing an e-commerce platformis not an IT decision.

This is precisely what platform selection is about: not features or tools, but decisions with long-term organisational and economic consequences.

Platform decisions are treated as technical projects in most organisations, where features are compared, demos are watched, and requirement documents are created until, eventually, the platform that looks best on paper is selected.

This approach overlooks the fact that the real challenge is not technical at all, but rather lies in organisational capability, in process maturity, and in the honest question of what complexity a company can actually sustain over time.

Many companies overestimate their internal capabilities and systematically underestimate how much IT competence, how much project management capacity, and how much change readiness a modern platform project actually requires.

A platform migration is not merely a software upgrade, but requires a fundamental reorganisation of processes, responsibilities, and competencies, and those who underestimate this will later struggle with resistance that no technician can resolve.

Furthermore, decisions are often influenced by consultants, partners, or vendors who pursue their own interests, because when the recommendation is tied to the subsequent implementation, objectivity becomes structurally compromised.