1) Digital platforms are disrupting traditional industries as companies like Uber, Airbnb and Facebook have grown rapidly despite owning few or no assets themselves.
2) Incumbent companies sit on valuable data, relationships, talent and other resources but many still rely on traditional business models. Some incumbents have transformed into digital leaders by putting customers first, becoming omnichannel, and developing platform business models.
3) To compete, incumbents must shift from a product focus to addressing customer needs, leverage their assets in new ways such as through platforms and ecosystems, and develop core digital capabilities around areas like data analytics, AI and cloud computing. Those that make this strategic shift and develop platform leadership can thrive in
3. Digital is the main reason
just over half the Fortune 500 companies
have disappeared since the year 2000.
-Pierre Nanterme, CEO Accenture, 2016
Yet..Digital disruption
has only just begun.
4. Technology replacing Energy and Banking
http://www.visualcapitalist.com/chart-largest-companies-market-cap-15-years/
7. FIRM FOUNDED EMPLOYEES MKT CAP
BMW 1916 122,000 $56B
UBER 2009 7,000 $62B
MARRIOTT 1927 200,000 $32B
AIRBNB 2008 5,000 $21B
WALT DISNEY 1923 185,000 $172B
FACEBOOK 2004 15,000 $369B
WALMART 1962 2,300,000 $206B
ALIBABA 1999 36,000 $241B
Adapted from Parker & Van Alstyne, with Choudary, 2016, and updated January 2017
Something fundamental is changing
8. The world’s largest taxi firm owns no cars
The world’s most popular media company
creates no content
The world’s most valuable retailer carries no
stock
The world’s largest accommodation provider
owns no property
The Power of the Digital Platform
9. The New Multinationals
9 CGE Platform Database with Quid visualization, 2015
Over $3 trillion in firm market cap
Selected Platform Companies Emerging platform clusters
2016 Parker & Van Alstyne, with Choudary – licensed under Creative
Commons Attribution-ShareAlike 4.0 International (CC BY-SA 4.0).
10. • Launched June 2010
• 551 cities in 70 countries
• 7000 empl, owns no taxis
• USD 62.5 bln valuation
(Ericsson, 1876, 114,000 empl, USD 19 bln)
“DOING MORE WITH LESS”
A technology platform to allow customers
to receive easy and reliable access
to a ride using the tap of a button
12. Pipeline BMs vs Platform BMs
• Seller of products and/or services
• SMACIT to make linear process efficient
• Supply-side economies of scale
• Manager of firm with distinct
boundaries
• First mover advantage
• Ownership of resources
• Destination for solving customer needs
• SMACIT to co-create value
• Demand-side economies of scale
(network effects)
• Leader of ecosystem with fuzzy
boundaries
• First to scale advantage
• Access to resources
PLATFORM
CONSUMERSPRODUCERS
Elements of value exchange
Adapted from Parker & Van Alstyne 2016
14. Enabling retailers to
create a personalized
experience for each
individual consumer
across the globe
“We want to help small businesses grow by
solving their problems.” - Founder and CEO Jack Ma
16. PLATFORM
CONSUMERSPRODUCERS
Ecosystem Leadership
Ensure central
position
within
ecosystem
Develop deep
understanding
of users on
both sides
Define value
co-creation
opportunities
Leverage
resources in
the ecosystem
Create
attractiveness
through
cultivating
trust
Leveraging network principles 1. Enable
interactions across
all “boundaries”
5. Scale through
operational
excellence
4. Create agility through
control over and access
to resources, not
ownership
3. Expand industry
boundaries through
providing holistic
solutions
2. Analyze data
from multiple
sources
Teigland 2017
17. It is much easier
to add a technology to a community
than it is
to add a community to a technology.
Marshall Van Alstyne, Platform Revolution
18. TRUST: The prerequisite to the ability to scale
• Third parties attached to platform
– Fraud
– Operational
– Health, safety
• Payment systems
– Functionality
– Fraud
• Privacy of data
– Cybersecurity
– Ethical usage of personal data
Trust in
Digital
Environments
23. MIT study: Four incumbent digital business models
Omnichannel business
-”Life” events
e.g., ING, Schindler
Supplier
-Products/services
e.g., Sony
Ecosystem Driver
-One stop destination
e.g., Amazon, Aetna
Modular Producer
-Ecosystem plug’n play
e.g., Paypal
Needs
Life Events
Demographics
Purchase history
Control/Influence over decisions on brand, price, quality, etc.
* 32% Higher growth
* 27% Higher profit margin
Weill & Woerner 2015
24. Omnichannel Business
-Own customer relationship
-Multiproduct, multichannel
-”Life events”
-Integrated value chain
Supplier
-Sell through another
-Low-cost producer
-Incremental innovation
Ecosystem Driver
-Branded platform
-Great customer experience
-3rd party plug’n plays
-Matchmaker
Modular Producer
-Niche plug’n play
-Adapt to ecosystems
-Continuous innovation
Needs
Life Events
Demographics
Purchase history
Control over decisions on brand, price, quality, etc.
MIT study: Four incumbent digital business models
Weill & Woerner 2015
26. Farm equipment seller
to
Farm equipment omnichannel
to
Full service solutions ecosystem
driver
- Analytics of global data from
machinery, irrigation systems,
soil and nutrient sources,
weather info, crop prices, etc.
- Platform access for suppliers,
consultants, food processors,
food retailers, etc.
- APIs enabling customization
through third-party development
“To enable efficient growth
of the global food supply”
27. B2B digital leaders:
5Xs more revenue growth than their peers
B2B
B2B2C
Leadership
• Commit to digital at strategic level
• Create culture anchored on innovation and execution
• Shake up organizational structure and metrics to support
digital aspirations
Digital operational excellence
• Create consistent online and offline experiences
• Enable and empower sales force through data
• Improve insight and decision making through end-to-end
connection of processes
http://www.mckinsey.com/business-functions/marketing-and-sales/our-insights/how-b2b-digital-leaders-drive-five-times-more-revenue-growth-than-their-peers
28. MIT Sloan CIO Leadership Award 2015
CDOMichael Niles, Chief Digital Officer
From elevators and escalators to
“Moving humanity digitally”
32. By 2018, IDC predicts that >50% of large
enterprises, and >80% of digital
transformation leaders, will create and/or
partner with industry cloud platforms.
https://www.idc.com/getdoc.jsp?containerId=prUS40552015
33. INCUMBENTS ARE
SITTING ON A
DIGITAL GOLD MINE
DATA
RELATIONSHIPS
TALENT
BRAND
BALANCE SHEET
CASH FLOW
INTELLECTUAL
PROPERTY
McKinsey
34. Moving up and to the right
- Knowledge about customer goals and
“life events”
- Amplify customer voice inside company
- Evidence-based decision making
- Integrated multi-product, multi-channel
customer experience
- Be first choice in your space
- Skilled at partnerships and acquisitions
- Service-enabled core business transactions (with exposed APIs)
- Compliance as competenceWeill & Woerner 2015
35. THEY ADDRESS SYMPTOMS,
NOT ROOT CAUSES
No sense of urgency for “Digital”
Decaying supplier business model
Siloed organizational structure
Missing core capabilities
MGI, 2016
36. Steel ecosystem Internal innovation unit External innovation unit
Vision, Leadership, Governance, IT Relationships
(Westerman)
40. Pipeline BMs vs Platform BMs
• Seller of products and/or services
• SMACIT to make linear process efficient
• Supply-side economies of scale
• Manager of firm with distinct
boundaries
• First mover advantage
• Ownership of resources
• Destination for solving customer needs
• SMACIT to co-create value
• Demand-side economies of scale
(network effects)
• Leader of ecosystem with fuzzy
boundaries
• First to scale advantage
• Access to resources
PLATFORM
CONSUMERSPRODUCERS
Elements of value exchange
Adapted from Parker & Van Alstyne 2016
43. 43
Source: P. Evans, “Networks, Data and Platforms,” in
Growing Global: Lessons for the New Enterprise, Center
for Global Enterprise, 2015.
Trends likely to continue and intensify
FORCES OF CHANGE
Surge in data and tools
that can manage and
analyze data
Networks connect physical,
digital, and social
Age of Networks Age of Data
FIRM
Age of Platforms
New business models that leverage
networks and intelligence
2016 Parker & Van Alstyne, with Choudary – licensed under Creative
Commons Attribution-ShareAlike 4.0 International (CC BY-SA 4.0).
44. The Blockchain is the glue that is going to drive a
productivity revolution across the globe on par with
what Henry Ford did with the automobile.
— Paul Brody, Americas Strategy Leader, Technology
Sector, Ernst & Young
45. “We always overestimate the change that will
occur in the next two years and underestimate
the change that will occur in the next ten.”
- Bill Gates, The Road Ahead, 1996
Scenario
Thinking