Governance & Change Management

Shifting from wholesale to D2C is more than a channel change. It’s an organisational change. Suddenly, you’re dealing with customers directly, managing hundreds of small orders instead of a handful of bulk ones, and relying on digital systems that touch every part of the business. Without proper governance and change management, even the best strategy can unravel.

Why Governance Matters

Governance is about rhythm and accountability. It gives structure to decision-making, ensures priorities don’t drift, and keeps everyone aligned. For manufacturers new to ecommerce, it’s easy for digital projects to slip down the list when day-to-day operations feel more urgent. Governance creates the discipline to prevent that.

Simple governance practices work best. A weekly ecommerce trading meeting to review sales, stock, and marketing performance. A monthly cross-team review to check progress against the roadmap. A quarterly session with leadership to reassess priorities and budgets. These rituals make digital growth part of business-as-usual, not a side project.

Governance also means clarity on ownership. Who is accountable for website performance? Who approves campaigns? Who monitors stock syncing? By setting roles and documenting responsibilities, you avoid duplication and ensure issues are resolved quickly.

Managing Change

Change is often the hardest part of the D2C journey. People may feel threatened by new systems, fear being replaced, or worry about increased workload. Resistance can slow projects or create tension between teams. Managing change well is as important as picking the right platform or writing the right strategy.

The first step is communication. Be clear about why D2C matters, what it means for the future of the business, and how it benefits both the company and its people. Ambiguity breeds resistance. Clarity builds buy-in.

The second step is involvement. Give teams a voice in shaping new processes. Involving warehouse staff in discussions about fulfilment systems or marketing staff in content planning creates ownership and reduces pushback.

The third step is support. Provide training, tools, and time for people to adjust. Celebrate quick wins to build confidence. Recognise that change is emotional as well as technical, and that reassurance matters as much as instruction.

Building a Culture of Continuous Improvement

Governance and change management aren’t just about controlling risk. They’re also about fostering a culture where teams embrace improvement. Instead of seeing ecommerce as a one-off project, it becomes part of the business DNA.

When leadership champions digital, when meetings review data and progress regularly, and when staff are trained and supported, change feels less like disruption and more like momentum. Over time, this culture of continuous improvement becomes a competitive advantage in itself.

Key Takeaway

Governance and change management keep digital growth on track. Without them, projects stall, resistance grows, and investment is wasted. With them, manufacturers can make ecommerce part of their core strategy, not a bolt-on.

Set simple rhythms, be clear about roles, involve your people, and provide support. Do this consistently, and you’ll turn change from a source of friction into a source of energy for your D2C journey.