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Platform Strategy Creating Exponential Value
in a Connected World
Futurist
Strategy advisor
Author
@rossdawson
“Ranked by market value, 60 of the
world’s 100 largest corporations
earn at least half of their revenue
from platform markets” - Prof. Thomas Eisenmann, Harvard Business School
Shifts
Strategy
Structure
Transition
Scalability
Organisations
Future
Shifts
Connectivity
Participation
Source:
We Are Social
Integration
Data at the core
Structure
Image credit: Grietje Haitsma
Multi-sided markets
Platforms
enable
value-creating interactions
between
external
producers and consumers,
based on an
open infrastructure
and
governance structures
Adapted from: Platform Revolution, Parker, van Alstyne and Choudhary
Connecting producers and consumers
Share Apply
Deliver Use
Sell Buy
Pay Receive
Write Read
Lend Borrow
Create Use
Create Consume
Create Use
Make Use
Product
Service
Content
Money
Apps
Capital
Reviews
Information
Designs
Intellectual property
Positive feedback loops
More users
More value for
users
Positive feedback loops
Source: IES Development Institute
Winner takes most
Transition
Rise of platforms
Uber valuation
Source: AltMBA, CBInsights
Media as platform
Finance as platform
Source: Lending Club
Home as platform
Fitness as platform
Retail as platform
Flickr credit: Jack Torcello
Marketing as platform
Car as platform
Image credit: BMW
Water platforms
Blockchain as platform enabler
Flickr credit: chrisgj6
Strategy
Focus on external value creation
Unlimited scalability
Image credit: NASA
Governance Participation
Value sharing
Regulation
Discovery Transactions
Trust
User experience
Key elements of platforms
Platform Strategy
Enable value-creating
interactions
Positive feedback
loops
Encourage external
innovation
Enhance existing
value propositions
Strongly broaden
scope of participation
Principles
Marketplaces,
facilitation,
aggregation
Single owner/
multiple owners
Open vs bounded –
participant selection
criteria
Boundaries of
ecosystem
collaboration and
competition
Positioning
Value for
participants
Governance
structures
Transparency and
information
boundaries
Address potential
negative feedback
loops
Personalized value
creation
Design
Orchestration and
facilitation
Community
management
User experience
Reputation
measures
Data gathering and
applied analytics
Capabilities
Single-sided/ two-
sided growth
incentives
Promote participants
Promote and support
interactions
Create value from
participation
Platform extension
Growth
Defining boundaries
Building platforms
Scalability
Building companies
Venture models
Financing
Ideas
Accelerator/
Incubator
Parallel
entrepreneur
Startup
services
Studio
Capital
Others Own
Cashflow
Exponential organisations
Source: Exponential Organizations, Salim Ismail
Platforms for scalable ventures
Internal ventures
Success criteria
Team structures
Defined synergies
Core functions
Administration processes
Metrics tracking
Reusable software modules
Replicable legal structures
Core capabilities
Startup processes
Growth hacking
Partnerships
Resource allocation
Talent
Funding
Brand
Lessons
learned
Data Spin-offs
Capital and cashflow
Visibility
Capabilities
Organisations
Building external networks
Shifting to an external focus
Function Emerging role
Finance Measuring and accounting for distributed value
creation
HR Managing external talent
Marketing Catalysing external communities, including
producers and developers
IT Enabling secure multi-participant information flows
Logistics Orchestrating external resources
Supply chain Catalysing value creation within provider networks
APIs to enable participation
Corporate communication as platform
Source: Geoffrey Parker and Marshall van Alstyne, MIT
Future
Value creation shifts to platforms
More efficient healthcare
The next generation of education
Image credit: One Laptop per Child
Cities are innovation platforms
Image credit: Roderick Elme
Government as enabling platform
Image credit: JJ Harrison
Shifts
Strategy
Structure
Transition
Scalability
Organisations
Future