Competition today is progressively fostering innovation processes around digital platforms. As a result, it is argued that organisations are changing the locus where innovation is created: they are ‘inverting the firm’ as innovations now are coming from outside, produced by ecosystem constituents. The orchestration concept – an array of processes that mobilise actors to (co-)innovation – is pivotal to this phenomenon, which some scholars regard as fundamental to the sustainability of digital platforms. Despite such claim, it is unclear how leading digital organisations (such as SAP and Oracle) have successfully orchestrated ecosystem participants in developing complements to their platforms. Combining Information Systems (IS) perspective with insights from Science and Technology Studies (STS), this study offers a socio-technical, longitudinal, and multi-spatial approach. We drew on qualitative data to examine ‘innovation labs’ – an important but yet unstudied space for platform innovation and ecosystem development, showing the mechanisms employed by a global ERP platform leader in the orchestration for innovations that involved customers, startups, independent software vendors (ISVs), systems integrators, and services providers. From there, we derived a model to represent these mechanisms, which we see as interconnected and, in some cases, interdependent. Our analysis of how mechanisms are orchestrated changes the current understanding of platform sustainability, leading us to suggest the nature of innovation as a critical factor rather than the quantity and variety of complements (co-)created.