On the first part, one key thing is to consider the adoption lifecycle of your platform features/services. Especially in larger orgs, the knowledge, experience and appetite for change of teams using the platform can vary wildly.

Figure out who will be the early adopters, "market" to them, then look for what might be some frictions for the early majority to adopt your service/features.

Might be they don't even know about it or understand how it can be helpful. Might be that they need more step-by-step documentation. Or support for other use cases. Or a simpler UI. Or something else.

In practice, you can do things like: • formal announcements (like on a slack channel) • lunch talks/demos • user interviews • user surveys • branding your service to make it more distinguishable/recognizable

There's an awesome case study from HelloFresh. @Jessica Ulyate has a great talk, def recommend watching that - not sure if it's today or tomorrow.

I think @Jessica Ulyate will be addressing the other part too (on getting buy-in from management) in her talk 🙂

You can of course reference industry examples: https://bit.ly/3NgtKoW

But it's also important to align the platform goals with business needs. In the example from HelloFresh, a key driver for management some time ago was to make new engineers onboarding as quick as smooth as possible and the paltform provided just that.

But it could for e.g making experimentation as easy as possible for product teams.

Which might drive different priorities for the platform teams.

Thus... the importance of really good product management in the platform, to balance user and management needs, raise awareness of challenges, help with user research, etc.

I hope that helps @Dominic Walt

Again, I recommend checking out our course on Platform as a Product for more in-depth content (you can use the promo code platformcon-15off for a 15% discount): https://bit.ly/3MS88Pt