Successfully reported this slideshow.

The Platform Manifesto - 16 principles for digital transformation

201.111 visualizações

Publicada em

The Platform Manifesto is a collection of principles that succinctly defines how different aspects of business transform in a world of digital platforms.

Publicada em: Marketing, Tecnologia
  • Imagine if you had a fully automated Sports betting robot that not only calculates all the stats and probabilities but also gives you EXACT picks you need to place to win? With EXACT unit sizes! Yes, complete No Brainer. 60 days money back guarantee. 100% risk free; Watch video here: http://bit.ly/jordantopaulvideo
       Responder 
    Tem certeza que deseja  Sim  Não
    Insira sua mensagem aqui
  • Download this 3-step guide to generating insane amounts of media coverage from LinkedIn without using outdated and costly PR techniques: http://bit.ly/linkedin3stepguide
       Responder 
    Tem certeza que deseja  Sim  Não
    Insira sua mensagem aqui
  • what happens with centralized platforms in decentralized, customer owned data driven future? Will blockchain destroy all ecosystems?
       Responder 
    Tem certeza que deseja  Sim  Não
    Insira sua mensagem aqui
  • Njce! Thanks for sharing.
       Responder 
    Tem certeza que deseja  Sim  Não
    Insira sua mensagem aqui
  • Just because the dual-sided business model developed faster through the Internet, over the last decade, doesn't mean that a 'new revolution' was launched. Ever since your grandparents were children, every retail shop or retail chain has operated as a 'platform', because they sold the products of their suppliers to the people who were attracted to shop there. They 'grew the pie' of the relationships between suppliers and end-buyers. That's an ecosystem, right there, in every retail shop or retail chain location you can find down the street. They might not be a click-and-mortar retail outlet, or an 'online ecosystem', but the model is exactly the same. For instance, the 'platform-versus-partners' competition has existed since the first white-label product appeared on the retail shelves, decades ago. I could go into more details, but here is not the right place for this.
       Responder 
    Tem certeza que deseja  Sim  Não
    Insira sua mensagem aqui

The Platform Manifesto - 16 principles for digital transformation

  1. THE PLATFORM MANIFESTO SANGEET PAUL CHOUDARY Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne Adapted from the Amazon bestseller, Platform Scale
  2. The times they are a’changin’ Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  3. used to work like PIPES Traditional business models Source: PLATFORM THINKING
  4. Value created upstream,
 delivered downstream
 PRODUCTION ASSEMBLY DISTRIBUTION Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  5. Emerging business models work like PLATFORMS Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  6. APPS DEVELOPERS USERS Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  7. LISTINGS HOSTS TRAVELERS Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  8. VIDEOS VIDEO CREATORS VIDEO VIEWERS Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  9. EBOOKS WRITERS READERS Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  10. PRODUCERS CONSUMERS VALUE PLATFORM Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  11. “ Uber, the world’s largest taxi company, owns no vehicles. Facebook, the world’s most popular media owner, creates no content. Alibaba, the most valuable retailer, has no inventory. And Airbnb, the world’s largest accommodation provider, owns no real estate. Something interesting is happening. - Techcrunch, March 2015
  12. Pipe Scale (n): Business scale powered by the ability to coordinate internal labor and resources toward efficient value creation and toward delivery of the created value to an aggregated consumer base. Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  13. Platform Scale (n): Business scale powered by the ability to leverage and orchestrate a global connected ecosystem of producers and consumers toward efficient value creation and exchange. The management of platform scale involves the design and optimization of value-exchange interactions between producers and consumers. Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  14. Business principles change in a world of platform scale Source: PLATFORM THINKING
  15. We need a new mental map to navigate a changing world Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  16. The manifesto explains the shift in business principles while acknowledging that value creation and delivery are still centered on a business’s ability to aggregate. Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  17. 1. The ecosystem is the new warehouse 2. The ecosystem is also the new supply chain 3. The network effect is the new driver for scale 4. Data is the new dollar 5. Community management is the new human 
 resource management 6. Liquidity management is the new inventory control 7. Curation and repetition are the new quality control 8. User journeys are the new sales funnels 9. Distribution is the new destination  10. Behavior design is the new loyalty program 11. Data science is the new business process optimization 12. Social feedback is the new sales commission  13. Algorithms are the new decision makers 14. Real-time customization is the new market research 15. Plug-and-play is the new business development  16. The invisible hand is the new iron fist  Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne THE PLATFORM MANIFESTO
  18. Too busy to read all the slides? Source: PLATFORM THINKING Download the deck
  19. Better still, click here to get the whole book Source: PLATFORM THINKING
  20. THE ECOSYSTEM IS THE NEW WAREHOUSE Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  21. Pipe Scale : Traditionally, businesses relied on internal labor and owned resources to scale value creation Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  22. Platform Scale : Leverage an external ecosystem of users and partners connected to the business over the Internet Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  23. Amazon From warehouse to ecosystem Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  24. Started as a traditional online store Moved to marketplace Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  25. Leverages warehouses distributed across an ecosystem of partner merchants Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  26. FROM: Warehouse-powered store Liquidate inventory TO: Ecosystem-powered marketplace Govern ecosystem interactions Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  27. COMPETING WITH HOTELS using an ecosystem Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  28. Traditional media differentiates on ownership of content Source: PLATFORM THINKING
  29. YouTube and Soundcloud unlock an ecosystem of content creators Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  30. Huffington Post started in- house content Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  31. Eventually scaling on an ecosystem model Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  32. THE ECOSYSTEM IS THE NEW WAREHOUSE Ecosystems, not resources, 
 determine competitive advantage Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  33. THE ECOSYSTEM IS ALSO THE NEW SUPPLY CHAIN Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  34. Scale is achieved through the efficient organization of ecosystems and processes towards 
 value creation
  35. Pipe Scale : Organize resources and labor around internal and controlled processes Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  36. Platform Scale : Organize ecosystem resources and labor through a centralized platform coordinating actions Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  37. Traditional software creation model follows linear supply chain Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  38. Open-source software organizes an ecosystem towards creation and updation of software
  39. Encyclopedia Britannica Pipe scale Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  40. Wikipedia Ecosystem of contributors create and manage a living encyclopedia Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  41. Viki Ecosystem of enthusiasts add subtitles to video content
  42. Viki’s software powers the subtitle creation, editing, and confirmation process, reminiscent of the open-source tools used by Wikipedia Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  43. Quirky briefly tried to move manufacturing into the ecosystem Quirky briefly tried to move manufacturing into the ecosystem Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  44. THE ECOSYSTEM IS ALSO THE NEW SUPPLY CHAIN New coordination platforms enable a distributed ecosystem to work together Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  45. THE NETWORK EFFECT IS THE NEW DRIVER FOR SCALE Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  46. Pipe Scale : Businesses scale by scaling internal resources and optimizing operations Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  47. Platform Scale : Businesses scale by scaling and optimizing external interactions Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  48. Platform Scale Businesses scale through network effects
  49. Feedback loops Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne Virtuous loop where more production attracts more consumption and vice versa
  50. THE NETWORK EFFECT IS THE NEW DRIVER FOR SCALE Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne Scale is achieved by leveraging interactions in the ecosystem
  51. Scale is achieved by leveraging interactions in the ecosystem Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  52. DATA IS THE NEW DOLLAR Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  53. Pipe Scale : Today’s organizations are optimized to absorb dollars Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  54. Pipe scale: Sales professionals measured on dollars absorbed $ Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  55. Platform Scale : Tomorrow’s organizations should be optimized to absorb data Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  56. Platform scale: Measure monetizable data absorbed, in addition to dollars $ Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  57. More data absorbed lead to more monetization opportunities Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  58. Helped it create a larger potential job market LinkedIn absorbs more data from its users than Monster ever did Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  59. Toyota, GM, and Ford moving to data- absorbing business models Car-as-a-platform Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  60. Helps predict need for after-sales service Emerging cars stream data about usage Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  61. Helps insurance companies personalize their premiums Emerging cars stream data about usage Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  62. DATA IS THE NEW DOLLAR Organizations must shift from a culture of dollar absorption to a culture of data absorption Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  63. Like what you’re reading? click here to enter the book giveaway Source: PLATFORM THINKING
  64. COMMUNITY MANAGEMENT IS THE NEW HUMAN RESOURCES MANAGEMENT Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  65. Community management isn’t merely marketing 2.0 Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  66. Pipe Scale : Communities need to be managed like audiences Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  67. Platform Scale : Communities need to be managed like distributed employees Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  68. Community management requires: Structuring and managing incentives for participants 1 Enabling the learning and development of producers 2 Creating other support infrastructure that HR would provide internally 3 Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  69. Managing community incentives and governance is as important as managing internal employee conduct and compliance Source: PLATFORM THINKING
  70. Josh Riedel (Employee #1 at Instagram) Engineer Designer Community 
 Manager Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  71. Hotels invest heavily in training and managing incentives for their staff Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  72. Platforms like Airbnb must invest in community management and development Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  73. For on-demand labor platforms, Community Management is the new HR management
  74. COMMUNITY MANAGEMENT IS THE NEW HUMAN RESOURCES MANAGEMENT A community must be scaled in a platform business, in much the same way that a workforce of employees is scaled within an organization Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  75. LIQUIDITY MANAGEMENT IS THE NEW INVENTORY CONTROL Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  76. Pipe Scale : Idle supply and unfulfilled demand are undesirable scenarios Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  77. Platform Scale : Interaction failure is an undesirable scenario Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  78. Producers create value but do not see relevant demand Interaction Failure Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  79. Consumers are not matched with relevant supply Interaction Failure Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  80. Matching supply and demand efficiently is the only way that a platform can hold the two sides together Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  81. Liquidity Demand is reliably served with supply Supply is liquidated with demand efficiently Source: PLATFORM THINKING
  82. Facebook created a social network within closed college campuses High Liquidity Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  83. High overlap of users who already knew each other within a campus High Liquidity Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  84. Liquidity Enhancing Techniques Uber’s surge pricing Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  85. LIQUIDITY MANAGEMENT IS THE NEW INVENTORY CONTROL Ensure enough overlap between supply and demand to guarantee fulfilled demand or liquidated supply Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  86. CURATION AND REPUTATION ARE THE NEW QUALITY CONTROL Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  87. Pipe Scale : Control quality through hierarchies, gatekeepers, and contracts Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  88. Platform Scale : Control quality through curation and reputation management Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  89. The Platform Challenge: Controlling quality in an open and participative environment Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  90. The Platform Challenge: Controlling quality with minimum friction Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  91. The Platform Challenge: Controlling quality through processes that scale non-linearly Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  92. Platform Curation Mechanisms Initial screening of producers to ensure a minimum quality threshold Uber, Sittercity
  93. Determine producers (‘or consumers’) reputation through social signals Airbnb ratings Amazon ratingsYelp ratings
  94. Determine quality of production Voting on Quora Voting on YouTube Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  95. Quality = (Editorial moderation, Algorithmic judgment, Social signals) Source: PLATFORM THINKING
  96. CURATION AND REPUTATION ARE THE NEW QUALITY CONTROL Balance open participation with curation and reputation management Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  97. USER JOURNEYS ARE THE NEW SALES FUNNELS Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  98. Pipe Scale : Lead customers through sales funnels. Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  99. Pipe scale: AARRR framework AARRR! Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  100. Platform Scale : Nudge users along journeys Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  101. The new, new retail From tracking in-store footfalls To measuring engagement across multiple touch points
  102. In a world of multi-device, multi-channel journeys, the browse and buy experiences are decoupled Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  103. A data platform serves as an integration layer that connects multiple touch points with the user Unify view of the user Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  104. Data-enabled connectivity binds users’ immediate experience with their overall journey with the business. Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  105. USER JOURNEYS ARE THE NEW SALES FUNNELS In a networked world, purchase paths are no longer linear Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  106. DISTRIBUTION IS THE NEW DESTINATION Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  107. Pipe Scale : Define destinations for consumers to meet your business Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  108. Platform Scale : Meet consumers by distributing your business across their journey Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  109. Retail outlets enabled pipe scale Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  110. Mass media enabled pipe scale Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  111. Always-on connectivity enables platform scale Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  112. Multi-point connectivity, Sometimes simultaneously Rise of the second screen Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  113. DISTRIBUTION IS THE NEW DESTINATION Identify new ways to distribute your experience into the context of the user Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  114. BEHAVIOR DESIGN IS THE NEW LOYALTY PROGRAM Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  115. Pipe Scale : Achieve customer retention and stickiness through loyalty programs and lock-ins Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  116. Platform Scale : Invest in behavior design to create lasting customer relationships Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  117. In a world of pipes, predatory lock-ins lured customers into long-term relationships Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  118. In a world of platforms, creating habits ensures users stick around of their own accord Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  119. Show me what’s new from my network Facebook’s news feed creates a daily habit:
  120. Show me the latest deals Groupon turns marketplaces into daily habits:
  121. To create new behaviors, reward desirable actions and discourage undesirable ones Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  122. Airbnb creates a desirable new behavior through community and data-driven governance Source: PLATFORM THINKING
  123. Along with behavior design, network effects also create stickiness Both sides constantly attract each other back to the platform Source: PLATFORM THINKING
  124. BEHAVIOR DESIGN IS THE NEW LOYALTY PROGRAM Achieving lock-in in an opt-in world Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  125. DATA SCIENCE IS THE NEW BUSINESS PROCESS OPTIMIZATION Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  126. Pipe Scale : Improve the repeatability and efficiency of internal processes Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  127. Platform Scale : Improve the repeatability and efficiency of ecosystem interactions Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  128. Pipe scale: Scale through process re-engineering and optimization Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  129. Platform scale: Scale interaction efficiency through data science Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  130. Process engineers and managers helped improve internal processes and make them more efficient Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  131. As value creation moves to ecosystem interactions, the focus of efficiency shifts to orchestrating efficient interactions in the ecosystem.
  132. DATA SCIENCE IS THE NEW BUSINESS PROCESS OPTIMIZATION Data science improves the platform’s ability to orchestrate interactions in the ecosystem Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  133. SOCIAL FEEDBACK IS THE NEW SALES COMMISSION Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  134. Pipe Scale : Design inorganic incentives like sales commissions to encourage employees toward specific actions Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  135. Platform Scale : Design social feedback to encourage producers on a platform Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  136. Readers share Buzzfeed and Upworthy articles because of the social feedback that results from such an action.
  137. Instagram users share their creations for social feedback Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  138. Threadless designers work for social feedback and monetary rewards. Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  139. SOCIAL FEEDBACK IS THE NEW SALES COMMISSION Understanding currency of interactions is critical to success in a world of platforms Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  140. ALGORITHMS ARE THE NEW DECISION-MAKERS Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  141. Pipe Scale : Managers and editors perform gatekeeping and resource allocation roles Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  142. Platform Scale : Algorithms leverage employee and ecosystem inputs to perform gatekeeping and resource allocation roles Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  143. Algorithms are increasingly taking over managerial functions of resource allocation and decision-making Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  144. On platforms, algorithms are the arbiters of both resource allocation and reputation assignment Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  145. Uber’s algorithms dispatch vehicles to travelers while maintaining a driver/passenger rating system Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  146. A traditional taxi service would have leveraged a layer of middle managers to perform a similar function Source: PLATFORM THINKING
  147. Algorithms also replace traditional gatekeepers Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  148. Publishing: From editors to algorithms Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  149. Funding: From gatekeepers to communities
  150. ALGORITHMS ARE THE NEW DECISION-MAKERS Self-policing communities and the algorithms that nudge them along Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  151. REAL-TIME CUSTOMIZATION IS THE NEW MARKET RESEARCH Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  152. Pipe Scale : Relies on slow market research and segmentation Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  153. Platform Scale : Relies on real-time customization to serve the most relevant content from producers to interested consumers Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  154. The Facebook newsfeed A highly customized gossip column that rearranges itself in real time based on user preferences and actions Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  155. However, Beware the Filter Bubble! Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  156. Platforms must ensure that they balance relevance with serendipity Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  157. REAL-TIME CUSTOMIZATION IS THE NEW MARKET RESEARCH Platforms rely on real-time customization to serve the most relevant content from producers to interested consumers Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  158. PLUG AND PLAY IS THE NEW BUSINESS DEVELOPMENT Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  159. Pipe Scale : Business development based on contractual integration Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  160. Platform Scale : APIs enable plug-and-play business development Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  161. The API is the contract and the integration interface Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  162. Prioritize acquisition targets based on how well they are integrated with your existing API
  163. Pipe scale: Nokia, BlackBerry, and traditional carriers sourced their apps contractually Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  164. Platform scale: The iPhone’s app store introduced business development on steroids Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  165. PLUG AND PLAY IS THE NEW BUSINESS DEVELOPMENT Because APIs are changing the world Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  166. THE INVISIBLE HAND IS THE NEW IRON FIST Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  167. Pipe Scale : Relies on hierarchical control Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  168. Platform Scale : Relies on opt-in, behavior design and gradual nudges Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  169. Hierarchies are based on rules and compliance A unidirectional flow of information from the top down Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  170. This iron fist is giving way to the invisible hand
  171. The invisible hand – typically taking the form of algorithmic decisions – nudges producers to continue creating value on the platform Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  172. THE INVISIBLE HAND IS THE NEW IRON FIST We are moving from a world of command and control to a self-serve world where user participation is encouraged through the invisible hand of data, algorithms and APIs Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne
  173. 1. The ecosystem is the new warehouse 2. The ecosystem is also the new supply chain 3. The network effect is the new driver for scale 4. Data is the new dollar 5. Community management is the new human 
 resource management 6. Liquidity management is the new inventory control 7. Curation and repetition are the new quality control 8. User journeys are the new sales funnels 9. Distribution is the new destination  10. Behavior design is the new loyalty program 11. Data science is the new business process optimization 12. Social feedback is the new sales commission  13. Algorithms are the new decision makers 14. Real-time customization is the new market research 15. Plug-and-play is the new business development  16. The invisible hand is the new iron fist  Source: PLATFORM THINKING Copyright © 2015 Sangeet Paul Choudary, Geoffrey Parker and Marshall Van Alstyne THE PLATFORM MANIFESTO
  174. PLATFORM SCALE IMPERATIVE The management of platforms must be designed around the goal of enabling interactions between producers and consumers in a platform’s ecosystem Source: PLATFORM THINKING
  175. And now, click here to get the whole book Source: PLATFORM THINKING
  176. THE PLATFORM MANIFESTO Thank You

×