Here are the main points from the conversation:
- Executives don’t care about the technology, only the business impact. Focus on revenue growth, cost reduction, or risk mitigation.
- Avoid vendor driven decisions. If a software provider is pushing you to upgrade without a clear internal business need, stop and reassess.
- Make the investment feel manageable. Break the project into phased investments with quick wins in the first 3-6 months.
- Align internal teams before going to the board. Marketing, IT, and finance must be on the same page to avoid internal roadblocks.
- Find an internal board or executive champion. Having a senior advocate within the organisation increases the chances of approval.
- Decisions are made over time, not in a single meeting. Build support through informal conversations before the formal pitch.
- Use real business data to support your case. Instead of vague benefits, quantify the impact.
Executives are skeptical, and for good reason.
There’s a reason DXPs face resistance at the executive level: decision-makers have been burned before.
According to Anthony, many senior executives and board members have seen previous “all-in-one” digital platforms promise big results, only to fall short.
“The promises were the same five or ten years ago: better personalisation, reduced costs, streamlined marketing ops, and a platform that would do it all. But now, with the push toward headless, composable, and API-first architectures, those same promises are being dressed up in new terminology.”
This has led to decision fatigue and skepticism. Many executives are not technologists, so when vendors push composable DXPs, API-first stacks, or headless CMS, it all starts to feel like another expensive experiment.
The three big objections to DXPs.
When boards and executive teams push back against a DXP investment, their concerns usually fall into three categories:
- Cost vs. ROI – "We’ve spent millions on digital platforms before. How is this different?"
- Complexity – "We don’t have the resources to take this on."
- Risk Aversion – "If this goes wrong, it’s my head on the chopping block."
Dan emphasised that these concerns aren’t just excuses, they reflect a real problem in how DXPs are pitched.
“If you walk into the boardroom talking about ‘headless CMS’ or ‘API-first architecture,’ you’ve already lost them. They don’t care about the technology. They care about business impact: Will this make us more money? Will it reduce costs? Will it lower our risk?”
The mistake many digital leaders make? They focus on the technology instead of the business outcome.
Reframing the conversation: Make it about business value.
To get a DXP project approved, the pitch needs to shift from technology to business impact.
Executives care about three things:
- Revenue Growth – How does this drive sales or improve retention?
- Cost Reduction – Can this reduce operational inefficiencies?
- Risk Mitigation – Will this make compliance, security, or governance easier?
“If you can’t link your DXP investment to at least one of these three things, it’s going to be a tough sell,” said Anthony.
A soft pitch sounds like this:
“A composable DXP will unify our digital channels and create an omnichannel content strategy.”
A strong pitch sounds like this:
“Right now, 30% of customer service calls are from people struggling to find answers online. A personalised self-service experience powered by a DXP could cut that in half—saving us $5M per year.”
Don’t let software vendors set the agenda.
Another common issue is that too many DXP projects are vendor-driven, not business-driven.
According to Anthony, executives often feel pressured into upgrades because vendors create “compelling events”—whether it’s an end-of-life product, a new software trend, or a fear-based sales pitch.
“Just because your current CMS or DXP is ‘outdated’ doesn’t mean it’s actually a business problem. Vendors will always tell you that you need to upgrade. But is this upgrade solving a real problem, or are you just reacting to external pressure?”
Dan agreed, adding that businesses need to take back control of the conversation:
“Before you even start talking to vendors, make sure you’ve done your own internal analysis. What do you actually need? What problems are you solving? If you don’t control the narrative, you’ll end up solving the wrong problem.”
Break the investment into key phases.
Another major reason DXPs fail to get approval is because they’re seen as too big and too risky.
The solution? A phased investment strategy.
Dan explained that boards don’t want massive multi-year projects—they want to see quick wins before committing to long-term investments.
“The most successful DXP projects don’t ask for everything up front. Instead, they start with a small, high-impact use case that delivers ROI in 3-6 months.”
Example of a Phased DXP Investment:
- Phase 1 (Quick Win) – Implement AI-powered personalisation for top customers, leading to a 5% lift in repeat purchases.
- Phase 2 (Scaling the Impact) – Expand automation into marketing and sales, reducing manual effort and improving conversion rates.
- Phase 3 (Full Integration) – Roll out across all customer touchpoints, creating a truly seamless experience.
“This de-risks the investment and gives executives confidence in the long-term vision,” Anthony added.
Winning internal support - it’s not just about the board.
Even if the board is convinced, other stakeholders inside the organisation can block your DXP project.
“Most big organisations are political ecosystems. Even if the CEO supports the project, if marketing and IT aren’t aligned, it’s going to hit roadblocks,” said Dan.
Marketing teams want agility and flexibility.
IT teams want control and security.
Finance teams want predictable costs and ROI.
Before going to the board, align these groups internally. Find an internal champion—someone who will advocate for the project at the executive level.
“It’s not a one-and-done conversation. These things are won in the hallways, in one-on-one chats, in coffee meetings. The board meeting is just the final step.”
Final thought: Play the long game.
Securing executive buy-in for a DXP investment isn’t about selling technology. It’s about framing the conversation around business value, managing risk, and proving ROI in small, strategic steps.
“Winning approval isn’t about a single meeting. It’s about shaping the conversation over time,” said Dan.
“Executives don’t need to be convinced that DXPs are amazing. They need to see how this will drive business success,” added Anthony.
Need help making your DXP business case?
We help digital leaders translate complex technology into board-ready business cases. If you need help getting your project approved, we can guide you through the process.
Contact us today to book a strategy session, and get started on moving forward on your DXP project.
