Four years ago, I downloaded an article that I keep coming back to. It was called “Managing Disruptive Change Be Ready for What Is Coming”, written by Estevao Seccatto Rocha. At the time, Estevao worked for KPMG in São Paulo as a transformation and turnaround advisor. Today according to Estaveo’s LinkedIn, he works for Stone Partners, still in São Paulo.

I think he wrote this article while studying at RWTH Aachen University, and he references Professor Malte Brettel, the head of the Innovation & Entrepreneurship Group.

I kept coming back to this and decided to try and pick out some of the points here in this post. The work is either Estavao’s or Professor Brettel. I am trying to translate it in a way that works for me, and hopefully, you as a reader of this posting site to bring disruption far more central in your thinking.

Digital is one of the most disruptive forces we have to face. This is why I decided to summarize some points, remind myself and appreciate what we really mean when we advocate and encourage going disruptive.

Understanding the basics of disruption

Disruption is constant; it simply disturbs all we do. If we ignore it, we lose what we have; if we determine how to meet disruption, we have a chance to survive and even come out better, certainly differently.

Estevao offers this “Disruption change people’s routines, the way people think, behave, do business and learn, it “displaces an existing market, industry, or technology and produces something new and more efficient and worthwhile. It is at once destructive and creative.”

Much of the article attempts to apply a systematic approach to disruptions, which is why I partly like it. Disruptions come at you in different ways, and the ability to manage all the possible variables makes the management of disruption really tough.

The first need is to try and understand the disruption

1. Understand the disruptions. Why companies are disrupted, and what are the sources of disruptions?
2. Build patterns and try to understand in which pattern is causing disruption;
3. Start reacting to the disruptions in a general way;
4. Look more closely, understand the strength of the disruption;
5. React in a specific way;
6. Understand the changes in the environment and respond to them.

Disruptions happen as they are mostly triggered by 1) Regulative Environment changes, 2) Technology, 3) Customer Behavior changes, 4) Competition and New Players entering.

Professor Brettel established six specific disruption patterns, depending on how the disruption affects an organization.

Professor Brettel outlines each disruption pattern with clearly different intensities but lays out the reaction patterns, dependant on the degree of disruption, in this useful visual.

The article looks at different disruption patterns by Speed, Stage and by Impact. It then concludes with the actions to be taken dependent on the degree of disruption. by describing the actions, action pattern, action manifestation and rationale.

I have not brought these into this post. For me, it is the structured approach, not so much the specific questions that were applied (at the time), so if and when disruption hits, I have the basic thinking framework shown above and the suggested reactions to these. I think each disruption might have different reactions to consider.

The conclusions from the article are:

Success will come from being faster and flexible, anticipating and responding to drastic transformations, with an innovative approach, embracing change and capitalize on disruption. The organization must have dynamic capabilities to transform it into sustainable advantages.

One in three CEOs says their organizations have failed to achieve the value they anticipated from previous transformation initiatives due to:

• Failure to understand the complexity of the operating model: The most commonly identified barrier to success is underestimating the significance of operating model changes necessary to effect transformation across the organization;
• Inability to innovate: organizations are incapable of implementing formal innovation processes, management, and budgets;
• Missing the cultural connection: existing organizational culture is a barrier to execution;
• Failure to take a “business value first” approach to technology: organizations’ legacy technology/systems are a barrier to success. Transformations that begin with a specific technology (rather than with strategic objectives) are twice as likely to fail;
• Inability to execute: organizations are incapable of executing an implementation plan to build and operationalize a new target operating model.

It is sobering that embarking on transformation change, mostly forced upon you, ends up as a failure. The five summary points are as relevant as the outline to manage disruption shown above.  These five aspects doom the changes if they are not really focused upon. All the structure in approach is only as good as the ability of the CEO and team undergoing change can avoid these five failures.

So I wanted to capture this article or paper of Estevao’s as it has been on my mind for several years. I needed to place it in a post to be reminded, and as digital disruption is becoming the higher constant, it is good to be logged here to refer to.

The post Preparing for Digital within your Innovating Disruption first appeared on Building Your Innovation & Ecosystem Intelligence.

Digitalizing has a positive impact on our innovation activities, it opens up new exciting possibilities. The first question of what, how and why are we doing this, we can start by looking at the data to begin to see there are potential ways to change something existing or improve on our idea or concept. As we gain insights then we can apply that innovative thinking with a greater technology application understanding.

We then begin to make the changes within the process, be those incremental, radical or even revolutionary to change the processes operating today.

We have distinctive ways to treat data and digitalization that leads to distinct new value points for innovation.

A useful view was provided by the IBM Institute for Business Value identified five distinct opportunities where digital innovation provides additional value:

• We gain new insights that augment products and change our thinking by the generation of real-time or constant flows of market and customer-driven data

• We improve our assets by digitalizing them. We can connect up machines, whole plants and complete organizations can be designed around the flows of data. This has an enormous impact on the potential to collaborate, to liaise, learn and build from this data, a new fresh knowledge insight. This can trigger ideas and new concepts to be evaluated as well as gain from having full oversight over the assets generating data or that coming into the company.

• The ability today is to combine data within and across different industries. Within our move towards platforms and ecosystems the exchange of data allows for a “greater whole” to view it, add insights and knowledge and from this combined effect those within the ecosystem can gain a commercial and competitive advantage to build appropriate products, services, and business models in response

• Each party is building up its own data. We are in times where trading data has become a highly valuable new source of revenue. Knowing weather patterns helps farmers, utility and those dependent on delivery to know and plan far better. We can trade audience data, interest in articles or newsworthy stories so others can associate with these to build more of a profile of who is engaged so they can offer products and services more tailored to their possible needs. The business of trading data is the new oil in the economy

• Lastly, we can begin to organize data into more distinctive patterns, service capability options and build more sustainable systems where you build increasingly an accepted language that becomes codified in some way that gives new value. We can systemize thinking through data that allows for uniformity and allows multiple systems to exchange and see patterns. This is where algorithms have increased value. They can predict change.

Each of these new ways to use the evolution of digitalization to add completely different levels of innovation potential. Seeing this value is one thing, achieving the connecting aspects it requires is another. As we continue to make deeper and deeper connections into manufacturing sites we do need to consider not just the value of digitalization and what it connects up, we need to study and review the data to look for the innovation opportunities to make this an ever greater impact on productivity, efficiencies but more import allowing us to think and design differently, to begin to think changes in technology and innovation.

Innovation and digitalization are as powerful as innovation and knowledge in their combination. They both combine to give new insights, new options to generate significant new and greater value. The sooner we can bring in digital solutions and processes into the innovation process of the industrial process, the better to realize some of the real potentials that this combination can give us, as fresh opportunities to add new value

The post Digitalizing has a positive impact on our innovation activities in IIoT first appeared on Building Your Innovation & Ecosystem Intelligence.

How do we find answers to knowing what measures give us for success in any digital transformation? Are today’s measures relevant to tomorrow, are they still based on our legacy system of measurement, when a business was operating in a stable, predictable environment?

Yes, we can measure success in our progress but these are in both multiple and equally personal ways.

Each organization is unique. Never has this become crystal clear that when you face your own transformation journey. You can learn from others, you can adapt but you need to clearly understand where you are in your own evolution and capacity to undertake change as it is simply your journey.

This digitally transforming has not been as well recognized as it is today when we attempt to make any transition, from the old ways of doing business to the new one; that is highly connected, collaborative and based on our growing reliance on technology and ‘everything’ digital. It can become life-changing, changes the scope and opportunities within the business and it is highly individual.

Each business makes a judgment, on speed, scale, and scope of their digital transformation.

How they evolve, in new growth, in their changing business model, in their innovation, in their capabilities to manage the “spread” of activities required to transform. How do they upgrade or re-orientate their people, their customer-facing activity for example?

The world is moving at different speeds, technology is being implemented in unique ways. We are all making and leaving our digital footprint, each very differently depending on our own situations. Judgment becomes personal, relative to your own situation.

We need to measure in those “measured steps” what you need to determine as a transformation journey. Of course, once we have our ideas, we can begin to find ways to measure.

We should always calibrate but we need to seek our own pathway

It is not a bad thing that we must calibrate this against others, in seeing the outcomes feeding back from our customers and markets but it is a journey that you can undertake as you and only you, have the best grasp of what is needed or required. It is your journey.

Can we look out and give it a ‘hard’ quantification in five or say ten years? Does digital transformation have any easy answers? We can take some broader measures as a business is still driven by growth, growth in revenue, in product mix, in-country development, in market share. Or equally how the perception of the company is beginning to change and how the market ‘sees you’ as different and adapting to volatile conditions. You hear the word “exponential” often and that seems a high validation point today.

Seeing the digital transformation story in different ways

I am involved in a community that supports Siemens and attempts to contribute as well as relate to a better understanding of their transformation journey.

This involvement is being part of their external influencer community called SIEx. We influence in different ways but more increasingly shape perceptions and undertake exchanges. This is not a community for social media influencing alone. It is where there are engagements in deeper meaning and relationship growing, that can only emerge from sharing other’s perspectives.

We have two perspectives for this community to thrive in, the insiders working within a business such as Siemens, and those that are outside, looking in, mutually engaging, offering their experiences and views on how they see change occurring and impacting their area of specialised focus.

These views within the community can have creative tension, they are sometimes a little uncomfortable, often challenging ‘relationships’ when someone outside challenges the management of an organization to give it a different perspective.

You can face “push back” or simply a rejection, or moments where you can openly exchange and gain from conversations.  Or, you simply add a new dimension to a particular challenge or problem, that is if the other party is prepared to listen or learn. The value is in having time to listen, learn and adjust if the argument makes sense.

Diversity is allowing different perspectives to have a voice

Many companies talk of diversity, in who they attract within their company but this diversity of opinion, of different perceptions, is as increasingly important. I think Siemens is recognizing this and exploring what this means in value and contribution. It is a privilege to be part of this. I learn constantly and I hope they gain from my contributions equally.

The initiative for this building of a Siemens Influencer Community is driven within Siemens Communications Group, initiated by Clarissa Haller (@clarissahaller), the head of Corporate Communication within Siemens, and driven by Ellen Schramke ( @ellen_schramke). Ellen aims to connect the internal with us as this external resources to aid the Siemens digital transformation. We explore, discover and experience change as it is occurring all the time and I believe makes discussions relevant and valuable to all involved, it adds to the journey of Siemens.

The journey of discovery is the digital transformation one we all are undertaking

Digital transformation and digital maturity must be understood through the lens of business focus, which in turn prioritizes investments and defines success. It is knowing what outcomes you wish to achieve will help enable that transformation process but this is not a “static” process, it is dynamic, highly interactive and being able to listen intently and learn so we all evolve in the journey of digital discovery.

As I suggested earlier “Each business makes a judgment, on speed, scale, and scope of their digital transformation. These are highly individual.

The post Success in any digital transformation is a journey of discovery first appeared on Building Your Innovation & Ecosystem Intelligence.

We have seen an incredible rise in digital platforms that have become part of our everyday lives.

Whether it’s Apple, Google, eBay, Amazon, Android, Facebook, Microsoft, Alibaba, Salesforce, Uber, Airbnb, PayPal or one of the many others, they all have become some of the hottest companies that consumers value.

These companies have built out their businesses on powerful platforms that drill down on what we value and allow us to connect. They (B2C) have connected the consumer like never before. Now we see the surge of the industrial platforms (B2B), the IIoT world arriving in force.

The big questions for many companies that simply sell products are: can they benefit from making changes in these platform models and how do they go about it? Is the stand-alone product model breaking down? Do the more traditional approaches to customers, those that are more supply sided, still serve their needs today?

Consumers have come to expect more

When any form of digitization is introduced, the expectations of the customer rise exponentially in the expectancy of service, engagement, response, and support – this is increasingly becoming 24×7. A brand is continuously determined by the service and how it fits within the individual’s life. This is having a more connected set of components coming from technology, built into the value proposition.

This rising expectation has its roots in our appreciation for the connecting value of Facebook, Google, Apple or Microsoft. Our “need” for technology has grown in recognition that it can solve our personal problems and situations and is quickly becoming the norm of everyday life. Today the industrial company, selling traditional tangible goods, is expected to engage, listen, adapt, and offer ever-increasing tailored services to our personal needs. Do-it-yourself has become do-it-with-us; let’s collaborate and let’s support each other on a more substantial journey of co-creation. This is where the platform comes in, the enabler in which you can build the exchanges.

We are seeing platforms transform the business landscape to ‘search for new growth’

There is an imperative to understand the whole meaning and implications of platforms. The business implications of platform management are significant because they have a transforming effect on all we do within companies. As technology continues to change the way we do business, we move from being internally directed to externally driven. There is the recognition that innovation does not occur inside, it occurs through collaboration, engagement and admitting that other people may have better ideas and possible answers. There are many people looking to combine their expertise into a new more radical design that increasingly meets the customer’s needs, which they could never be capable of on their own.

To understand where ecosystems and platforms fit within our corporate strategies, there are some well-respected voices discussing and predicting the rapid rise of the platform and what it all means in its implications and changes.

More and more people are asking constantly for platform understanding

Notably, for me, I have been referring back to a number of these experienced voices, as well as recognizing several books and thoughtful papers discussing the platform phenomenon and how it is radically changing our business landscape.

For me, one of the most exciting voices on platform’s comes from Simone Cicero and his team at platformdesigntoolkit.com. This excitement from my side is the result of how they are planning to tackle this. They are creating design tools for platforms and by extension, ecosystems. These come in highly visual formats, built on the canvas approach where they fully provide the toolkit, which you can download for free and a detailed user guide – providing their learning, growing depth in experience in workshops, masterclasses and consulting. They are increasingly focused on building stores around their thinking and are increasingly a great source of reference. Also, a great place to start is to download their Whitepaper “From Business Modelling to Platform Design”. Currently, Simone is working on how they are going to evolve their platform design toolkit. They made an incredibly long way in a short time, but this partly reflects the dynamic, evolving nature of platforms that each business has to get its head around. You can listen to Simone on this podcast to gain some excellent background on his thinking and developments around platforms.

As a real alternative on designing platforms, you have the Platform Innovation Kit developed and led by Matthias Walter. They help entrepreneurs and corporate innovators to design and implement successful network-based businesses. The 5 canvases of kit will guide startups and corporates identify, ideate, build and scale successful platform business models. They see Platforms businesses are hyperscaling and beating traditional business. Increasingly they are seeing more businesses are based on platform business models. Here, they have set about creating an innovation process to help companies build better platform business models leveraging the power of ecosystems. The Platform Innovation Kit is a series of five canvases to ideate, design and implement platform business models. It’s straightforward, easy to use and a must-have toolset for startups and corporates around the world.

The book “Platform Revolution: How Networked Markets Are Transforming the Economy – And How To Make Them Work for You” is co-authored by three of the leading voices of platform management, these being Geoffrey Parker, a professor of engineering at Dartmouth College, Marshall W. Van Alstyne, one of the world’s foremost scholars of information business models and visiting scholar at the MIT Initiative on the Digital Economy, and Sangeet Paul Choudhary, an entrepreneur in Residence at INSEAD, who provides a great posting site from pipes to platforms. Each of them is bringing the considerable weight of understanding and insights into Platform Management to gain a really sound grasp of the shift we are all moving towards.

Then, there is John Hagel, co-chairman of Deloitte’s Center for the Edge, who provided valuable insights and thinking on ecosystems and platforms with his colleagues through Deloitte University Press. One of my favorite references is the paper “the power of ecosystems”, which is part of a whole series discussing, “Business ecosystems comes of age”, a must-read for anyone wanting to work systematically through ecosystems and platform thinking. They suggest that “businesses are moving well beyond traditional industry silos and coalescing into richly networked ecosystems, creating new opportunities for innovation alongside new challenges for many incumbent enterprises”.

Furthermore, I recommend the works of Haydn Shaughnessy and Nick Vitalari. I would suggest different books, such as,  “the Elastic Enterprise” on how enterprises scale and operate in a completely novel way, as well as one written just by Haydn “Shift: A Leader’s Guild to the Platform Economy”, and a range of posts to highlight different parts of the platform equation. Haydn continues to explore at the edges of platform thinking which I absolutely value, although it sometimes requires me to re-read his thoughts more than once, but hey, that’s often happening on my own as well, according to some.

My last voice on all things about ecosystems and platforms is Bala Iyer, a professor and chair of the Technology, Operations, and Information Management Division at Babson College in Wellesley, Massachusetts, who recently wrote a paper “To Predict the Trajectory of the Internet of Things looking to the Software Industry” where he identified 34 platform providers, although he identified 2,000 in total. In this paper, Professor Iyer provides a terrific graphic laying out the IoT ecosystem, one that is a broadly distributed among the network of these providers who, most of them, are providing application programming interfaces, many of them are offering infrastructure, devices, and platforms as their core, looking for others to connect and build their solutions on these platforms without the high levels of infrastructure investment cost. I’m presently looking to read more on Professor Iyer’s work, and we have been exchanging around the rapid number of platforms that are being created at present.

Each of these expert voices is offering great sources of knowledge, although they tend to revert to the software and technology-centric companies far more since this has been the source of platform understanding.

The industry is lagging but catching up in platform offering

There are growing voices on different aspects of innovation, which are being built through ecosystems and on collaborative platforms, more of which are coming from the traditional manufacturing and service industries. I can refer to these in my own joint site on ecosystems and platforms under https://ecosystems4innovating.wordpress.com/about/.

I chose to shift part of my business over to developing a certain knowledge expertise on ecosystems and platforms last year. There are so many changes occurring around collaboration it needed a dedicated focus. This is a part of the posted site above as it sets about explaining this evolving phenomenon. It’s becoming a really big shift in innovation as this graph shows. When you start thinking about the ten types of innovation, those can be channeled onto platforms, in highly collaborative ways to cover off multiple types of innovation through platforms and ecosystem collaborations to meet customer needs.

Source: https://www.slideshare.net/lugtu/types-of-innovation-59505692

There are many platform providers. Two I would recommend investigating

I follow with growing interest Bosch, the main supplier into the smart era of mobility, cities, and homes and through their subsidiary, Bosch Software Innovation, is building a technology stack of IoT that is becoming, for now, a go-to place for the industry. In my review “Bosch Software Innovations will drive your connected device business” you get a real sense of this. In an earlier post “Bosch: A Leading Platform Exemplar of Digitally Connecting“, I outline some of the necessary details and put much into context, in order to understand why Bosch is becoming well positioned to connect “everything with everything”. They are mainly developing this to align with the new manufacturing era which has been dubbed Industry 4.0 and the need to build multiple ecosystems. Bosch is offering different analytic applications, device management tools, and platform enablement for rapid deployment and device development that becomes designed to your specifications and needs on their platform, validated mostly by their own implementation and application.

Equally, I stay very engaged on where Siemens are taking their business through a radical re-design around digital. MindSphere is their digital platform and is no doubt is the core of all Siemens future digital work and 2018 has been a very expansive year for Mindsphere.

As customers are constantly being confronted with greater platform choice, those making offerings that are showing substance and quality have to find some critical edges that separate themselves and draw in and build digital services up for clients. It is a competitive field and Siemens seems well placed to compete but I wanted to find out why and have been discussing areas of opportunity over on my Ecosystems4Innovating site

I wanted to find those real competitive edges with MindSphere. I think I have found already some distinct value positioning from my research and a recent series of visits.  These can make for a distinctly different value proposition but this is an ongoing work-in-progress that needs building further. I wrote this a year ago

Just look at the pace of Mindsphere’s expansion this year. I wrote this on “Don’t hold your breath due to the increasing pace”

Lastly, in this part, I want to touch on Asia as powerful catalysts leading the change as well as the charge.

They are extending platform management and thinking in some very evolutionary ways. My main focus was on one special company so far, Alibaba, which is going more and more head to head with Amazon. In the post I wrote, “Where the physical and virtual worlds are blurring, thanks to Alibaba”, you gain a sense of how transformative they are becoming. They are so focused on building the fundamental infrastructure for modern commerce, presently comprising of marketplaces, payment, logistics, cloud computing, and big data, collectively empowering businesses of all sizes to leverage the internet for their own digital transformation.

I read a report recently where there are about 450 providers offering a very fragmented market. But of course, there are some substantial “biggies” that are covering the consumer market. If you break down the platform market into manufacturing, smart cities, energy, mobility, health, supply chain, retail, public services, and many others, the use of IoT platforms are catching up with the consumer side. One real growth area is the platform startup where funding seems to be strong. Cisco investments are backing a number.

A useful report summarizing the recent situation is from IoT analytics.com.

So, yes we are in the middle of this Platform Revolution

I recently read this and it’s worthy to share it here as it does work really well for me on explaining platforms in a fairly concise way. It’s by ING, Office for Experience Design 2016 being under a Creative Commons Attribution 4.0 International License. The full set of their insights does a good job of discussing not just platforms an the network effect but also ties these back into ecosystem thinking – again a good read and reference.

“The role of the platform is the creation of these connections. To this end, the platform facilitates an accessible, scalable and efficient network of users, services, devices, and intermediaries to make the value exchanges happen. It is over this network that value is created, distributed, discovered and consumed. The complementary aspects of platform and network are key to any platform ecosystem business model.

Users of the platform may be consumers, producers or a combination of both at times. Whatever their role, they connect and interact with each other over the network using the facilities provided by the platform. Depending on the nature of the business model, participants may or may not be required to connect explicitly. Social networks often require explicit connections, whereas marketplaces do not but match buyers and sellers on a case by a case basis. Users of a personal finances platform may not connect at all but still benefit by being benchmarked against comparable users.

The platform consists of core technologies, shared tools and services, and rules and standards that enable producers to create and share at scale with sufficiently low costs of distribution and transaction. It provides a set of interfaces for the participants of the network to communicate, interact and interoperate within the ecosystem.

This definition sits well with the generally accepted notion of “platform” as a product or technology that allows complementary, modular components be built on top of it. Well-known cases are product platforms (like VW’s MQB), industry platforms (like Intel’s x86 architecture) and cloud computing platforms (like Amazon Web Services).

Platform ecosystems often use the latter kind of platform. The platform’s job is to support the network comparably efficiently. This is not an unimportant task, but it just does not differentiate ecosystems in their evolutionary battles to the same degree as the networks do”

The 9 types of software platforms that you need to know

In a great article by Platform Hunt, they identify and track the 9 types of software platforms.

Let me just quote a small part of this article:

“All platforms are not created equal. Google Search, Facebook, Amazon Web Services, Amazon Marketplace, Android, Uber, Airbnb, Waze, WeWork, Twilio and even Bitcoin are all platforms. At the same time, these platforms are very different in how they create network effects, interactions they enable, approaches to solving “chicken and egg” problems (do you build the demand side first or the supply side?), openness levels, growth dynamics, subsidies, competitive strategies, and monetization methods.

Building a successful platform is more about making the right trade-offs than it is about the best technology. To understand these tradeoffs you must have a good grasp on what kind of platform you are building. We decided to help platform entrepreneurs understand these tradeoffs, find their role models and learn from numerous examples of other platforms.

We took a data-driven approach and analyzed 170+ platform businesses created by Internet giants, traditional companies and startups. Several iterations on the data produced nine distinct platform types that we introduce in this post:

1. Technology Platforms
2. Computing Platforms
3. Utility Platforms
4. Interaction Networks
5. Marketplaces
6. On-demand Service Platforms
7. Content Crowdsourcing Platforms
8. Data Harvesting Platforms
9. Content Distribution Platforms

Platform Hunt is an open initiative aimed to help entrepreneurs build successful platform businesses. The list of 170+ (and growing) platform examples is open and is stored in a public Trello board at data.platform-hunt.com.”

Summing up where platforms sit in our present and future thinking or at least where they should

The goal of this post was to introduce platforms as I see them and provide a growing source of references and to encourage those of you who are interested to explore this topic even further.

Each platform has unique characteristics with a central effect being the presence and need for building the network effect. The more users engaged, the more increasingly dynamic it gets, offering a self-reinforcing cycle of growth. Platforms as they are today, digital in nature, capture, transmit and monetize data and connect this into the physical world.

Many platforms are transactional ones (Uber, Google, eBay) but the ones that really hold my growing interest are innovation platforms, such that provide the technological building blocks for collaborators to come together and use this as the foundation to exchange and build increasing value as they form the innovation ecosystem, that expands our innovation potential in new ways.

It is building these complementary technologies, services, and products that need to appeal to the customer. They connect and then provide the potential for greater seamless customer experiences. The push is combining transactional platforms with innovation platforms to give a more integrated platform.

The magnitude and impact of platforms is way too important to ignore

To understand the implications of the magnitude of what the changing technology will bring and any decision to move towards a platform strategy needs a deep understanding of all the consequences, risks, and investment costs, let alone in the different resources this will require.

This requires organizations to know what is cutting edge, what works for them and then working through the aligning of often complex IT systems, seeking higher levels of machine learning and investing increasingly in the future around advanced artificial intelligence. It is about exploiting technology that is appropriate to their and your strategic needs.

Platform management has formidable tasks in orchestrating, designing and developing clear and sound governance systems, along with clearly significant organizational capital to have the best chance to succeed.

The key takeaway is the huge implication for managers, when making the strategic and operating decisions, fully recognize that technology is central, it changes everything on how you plan and organize yourself. It forms many of the decisions on a platform strategy, its design and eventual business success. It changes the organizational design, workflow, and how it has this increasing need to be orientated out into a connected world.

**Adapted from an original post for Hype

The post The Rise of Platform Business Models first appeared on Building Your Innovation & Ecosystem Intelligence.