The promise of an internet-based ‘sharing economy’ stands corrected by the reality of a ‘platform economy’ under the control of a few central proprietary markets. With increasing awareness of the many downsides of these oligopolistic markets, regulatory policies like the EU Digital Markets Act (DMA) have been enacted, while in research and practice, the term ‘decentralisation’ gained renewed interest. However, as we argue in this problem statement, decentralisation is often confused as an aim, while in reality it encompasses many different (often opposing) drivers and principles to achieve certain aims. In order to stimulate discussion, we discuss decentralisation referencing a multi-disciplinary perspective and exemplary projects in practice. We ask how profitable and sustainable business models can be created in the age of platform economics. We claim that, to reap the many proclaimed benefits of platforms, while managing and preventing its many centralistic downsides, an approach integrating technical and organisational capabilities is needed. We see Business Process Management (BPM) ideally positioned to be at the forefront of such a movement. With this contribution, we hope to stimulate discussion within the BPM community. Further, we see opportunity even beyond BPM. We draw comparisons to privacy engineering, which emerged as a discipline to operationalise the abstract notion of privacy.