When piloting a new internal developer platform, how do you secure support from all stakeholders (leadership and developers)? Do you have a proven method for getting everyone on board?

Building a solid business case is crucial. We analyzed the number of developers and applications involved, identifying common components that could be standardized and reused. By presenting metrics that demonstrate increased productivity and improved developer experience, we were able to secure stakeholder support. This approach, combined with addressing the developer experience, is something we plan to discuss further in upcoming conversations.

In my experience, the key is to treat the internal platform as if it were an external product. This means considering internal users as prospective customers and creating a roadmap that excites them. Technologists often resist imposed standards, so it’s critical to build something they genuinely want to use. Without this enthusiasm, any new platform risks being perceived as an unwelcome imposition.

Implementing a new internal developer platform in a large organization can be a complex process, as we experienced over four years. The primary challenge was gaining consensus on the tools to be included in the platform and making them accessible across various business units. Initially, there was significant resistance from developers who were accustomed to choosing their tools. After several months of unsuccessful attempts, we realized the need for leadership approval to enforce a top-down organizational change. This approach allowed us to align all teams with the new standards.

Start with senior management, but quickly move into developer community to avoid "not invented here". And do lots of communication of the Why including repeating.