4 Platform Leaders To Consider When Choosing a DXP Platform


Digital Experience Platform, DXP, is an emerging category of enterprise software seeking to meet the needs of companies undergoing digital transformation, with the ultimate goal of providing better customer experiences. DXPs provide an architecture for companies to digitize business operations, deliver connected customer experiences, and gather actionable customer insight. Organizations are looking to use DXPs as they move from web-centric to more pervasive, multichannel digital experiences. DXPs manage the presentation layer based on the role, security privileges and preferences of an individual. They combine and coordinate applications, including content management, search and navigation, personalization, integration and aggregation, collaboration, workflow, analytics, mobile and multichannel support. Using Gartner’s Magic Quadrant can help find the most suitable vendor for their needs.

Gartner’s Magic Quadrant is organized in 4 quadrants: Niche players, Challengers, Visionaries, Leaders. These groupings are created based on the two platform characteristic axes: ability to execute, and completeness of vision. Let’s examine a vendor from each quadrant to highlight some of their strength and weaknesses

Kentico Software

  • Strengths
    • Growth: Kentico is an emerging European vendor and have expanded rapidly.
    • Midmarket focus: Its appeal is to midsize business looking for packaged capabilities.
    • Price: Offers a clear and predictable licensing model at a low starting cost.
  • Cautions
    • Interoperability: while advertised for out-of-the-box solutions, it is difficult to integrate with third-party offerings.
    • Limited support: Customers report relatively low satisfaction with the quality, effectiveness and availability of professional services in the Kentico ecosystem.


  • Strengths
    • Functional breadth: Offering a broad array of digital experience functionality, and a wealth of complementary technologies.
    • Industry expertise: Differentiated vertical solutions with off-the-shelf data models, processes, policies, user experience, analytics, integration and partners, for over 20 industries.
    • B2C use cases: Oracle’s CX Cloud Suite represents an appealing vision for organizations looking for comprehensive, preintegrated solutions that serve the entire customer journey.
  • Cautions
    • Product strategy: Oracle’s product strategy for the digital experience is somewhat misaligned with customer demand.
    • Deployment complexity: Customers report that deployment is an unexpectedly complex task, with a steep learning curve and longer-than-average implementation times.
    • Ease of doing business: Oracle is difficult to do business with, and that its DXP offerings are hard to find and try out without a significant commitment.


  • Strengths
    • Flexibility and agility: Liferay shines when its technology is used to build highly customized experiences that incorporate external business applications.
    • Market responsiveness: Customers value Liferay’s organic innovation, which contrasts with the “innovation through acquisition” approach taken by many competitors.
    • Service and support: Customers report that they receive excellent customer support and an excellent overall customer experience.
  • Cautions
    • Lack of own SaaS or PaaS: Some Liferay customers regret the absence of a provided SaaS or PaaS offering to reduce the requirement for internal or third-party technical skills.
    • WCM capability:  Organizations with experience of best-of-breed WCM applications expect functionality that is easier to use and designed for business users.
    • Analytics: Customers scored Liferay’s analytics capability relatively low.


  • Strengths
    • Machine learning: Has AI-powered personalization and content-marketing capabilities for midmarket and large organizations.
    • Flexibility: Provides a good balance of content management, portal and personalization functionality.
    • Architecture: Demonstrates architectural discipline with loose coupling of content, logic and presentation.
  • Cautions
    • Product integration: Integration of Personalization with Experience is a work in progress. Some customers report unmet expectations regarding combined features and functions.
    • Scalability: Customers report limitations with complex security and authentication scenarios when its platform is used in intranet and extranet scenarios.
    • Access to expertise: Customers have reported a steep learning curve and difficulty finding expertise for implementation.


Analysing the strengths and weaknesses are very important in the research of new employee portal. Organizations must examine how they fit into objectives of a platform transformation. There are other criteria an organization should consider, such as: understanding the employee needs, involving all departments, testing and more. To read more about what should be considered read our last article: Why Your Old Employee Portal Is a Problem?


How to Create Value for Your Employees


climb for target over cloud, business success concept cartoon vector illustration

It takes more than just paying competitive wages or bean bag chairs for employees to feel valued. Companies that can create value for their employees will see a more productive, more satisfied, more fulfilled workforce. Satisfied employees mean satisfied customers, which leads to profitability. It is important to understand where value can be created. To provide a better frame of where to look, there are two areas of focus: Everything that concerns the employment, and everything that relates to the employment. When understanding everything that concerns employment research what tools employees are using and how can you improve productivity. Examine how employees get information, forms, vacations time, pay stubs, and other HR functions. With this framework in mind, what are some things an organization can do to provide value and increase engagement?

Reduce Friction

At the core of employee productivity is information. It is important that employees have access to the information they need to complete a task. Reducing friction in how the employees access the information will create value. However, most organizations take the approach of providing total access to complex systems and believe this reduces friction because employees have access to everything. This assumption is incorrect since not all information needs across an organization are the same. Now will require digging through all the information to find what is needed. A more effective way to reduce friction in information access is to take an “insight without access” approach to fill an information request.  Alternatively, a robust search function will also allow users to find the information they need faster with much less friction.


The way employees communicate with each other and with the company can be improved and will result in value added. Begin by providing employees with a voice. As much value, an organization may try to provide if they are not listening to their employees or their employees do not feel heard, no value will be added. Whether it be a forum, survey, anonymous submission, or other means; providing a means of 2-way communication between the employee and the company is important.

Another way to add value through communication is to look at how employees communicate with each other. Email is likely to be the most used platform for communication. This can create friction because the valuable information may get lost and not easily found. Furthermore, it lacks the sophistication for the company to measure and understand how email is being used and how they can add value. If a portal with a communication feature were to be implemented, it could amplify how employees communicate and turn the email inbox into a space for notifications not discussions.

Creating Organic Adoption

After implementing a new portal, some may be tempted to incentivize the employees to use the system. This is not wise. Not only does it not provide true value, it skews measurement of engagement and turns the portal into the equivalent of a “fast food” meal, satisfying in the short term without long-term benefits. A portal is best viewed as a perpetual investment and to get true adoption it must provide true value. There are multiple ways ensure adoption. For example, find out what is the #1 request/problem faced by the employees in each department. Funneling information access through the portal simplifies access adoption. Of course, changing the way employees operate may cause short-term disruption, but if the solution provides more value than the previous method, that disruption will be short.

Measuring Engagement

Finally, when looking to create value for employees through the implementation of an employee portal, it is important that its usage is measured. Most companies build a portal and leave it alone. This platform is a vibrant ecosystem and should be tracked and changed to ensure it’s delivering the best value possible. Metrics that stakeholders may want to consider are the percentage of employee activity daily, weekly, and monthly; time on page – finding out which pages are most used and may need to be more accessible, and which pages are less used either because they are organized in the wrong place or should be removed. A platform requires regular maintenance and should be kept fresh. This will ensure it provides value to the employees and is used for the long term.


Employee portals are a great tool for companies to provide value to their employees. Simply implementing a portal will not always provide value. It is important that companies understand how its employees operate and communicate. With this understanding, organizations must reduce friction, improve communication, promote platform adopt, and measure the usage. These portals cannot remain static and must continue to evolve with the organization to ensure it is always benefiting the employee.