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From Pipelines to Platform thinking
From Pipelines to Platform thinking
From Pipelines to Platform thinking
From Pipelines to Platform thinking
From Pipelines to Platform thinking
From Pipelines to Platform thinking
From Pipelines to Platform thinking
From Pipelines to Platform thinking
From Pipelines to Platform thinking
From Pipelines to Platform thinking
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From Pipelines to Platform thinking

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IMPORTANT INFORMATION. …

IMPORTANT INFORMATION.
This ppt has been amended. I uploaded a version lacking the last two slides: a business model I was working on and the bibliography. In this version (amended) the bibliography has been added. Apologies.

A presentation over the characteristics and opportunities accruing from the platform thinking.
Open Innovation is a chatchy word that rised a lot of interest as well as critiques (especially in Europe). The innovation porcess has allways been open and the sociotechnical progesses observed over the last century just show that. On the other hand, my inpression is that under this term there is a lot going on. Platform thinking is one of these phenomena.

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  • 1. How to foster cooperative innovation and creativity
  • 2.  Platforms are inclusive places (physical or virtual) where different actors (firms, users, customers, suppliers, etc.) can interact, communicate, co-create and share …  A successful platform is able to 1. Attract (pull in customers and users) 2. Facilitate the exchange (flows) of information 3. Foster transactions and co-creation of value
  • 3. PIPES PLATFORMS  Value is created upstream  Value is co-created on the spot  Customer are acquired  Users can become customers  Products are designed to met specifications  Products emerge through interaction  Value is given by consumption  Value is appreciated by interaction
  • 4.  “Companies might consider a managed process of idea generation that rewards risk taking and effectively harvests entrepreneurial ideas.” (Accenture 2013)  Today, there’s a glut of highly trained but underemployed scientists. Let’s harness their idealistic passion before they turn grey, using social networks and data sharing to create an open, interactive, dynamic model of basic life sciences research. (Ethan Perlstein)  It's always a tremendous opportunity for us to tap into our fan's passion, creativity and their own interpretation of "Peace, Love and Ice Cream.” (Ben & Jerry's – Do the Flavor a Favor competition)
  • 5.  The Johnny Cash Project is a global collective art project […] we invite you to share your vision of Johnny Cash, as he lives on in your mind’s eye. Working with a single image as a template, and using a custom drawing tool, you’ll create a unique and personal portrait of Johnny.  http://www.thejohnnycashproject .com
  • 6.  is a mission-driven biotech company that will develop a scalable evolutionary drug discovery platform for rare/orphan diseases
  • 7.  The crowdsourcing approach is more powerful than traditional market research
  • 8.  A MOOC is not a thing, it is a strategy  New business model in the higher education industry? Not only  “Moocification” of learning and customer experience  Bank of America: provides mooc on personal finance to its customers  Georgia tech has its own mooc on Udacity
  • 9.  moocStarter is an on demand MOOCs creation service. The objective is to produce the most voted in MOOCs in the world. 1. Any user is able to propose a MOOC 2. digiSchool staff select the most promising MOOCs  A teacher from an American or any other university in the world teaches the course that you can follow at home, for free 3. Community members vote for the MOOCs they like 4. moocStarter produces the most popular MOOCs by finding a teacher and a school/university.
  • 10. In thisppt I havebeen inaccurate, and thisapologyisforSangeetChoudary . Bibliography Accenture Management Consulting (2013) “Corporate Innovation Is Within Reach: Nurturing and Enabling an Entrepreneurial Culture”, downloadable from Accenture website Bianchi M. (ed (2007) “Evolution of Consumption: Theories and Practices”, Bingley, U.K. : Emerald Bianchi M. (ed.) (1998) “The Active Consumer Novelty and Surprise in Consumer Choice”, London: Routledge Choudary (2013) “Why Business Models Fail: Pipes vs. Platforms” Wired http://www.wired.com/insights/2013/10/why-business-models-fail-pipes-vs-platforms/ Bonchekand Choudary (2013) “Three elements of a Successful Platform Strategy”, HBR blog (blogs.hbr.org/2013/01/three-elements-of-a-successful-platform/CachedShare) Evans, Hagiu, Schmalensee (2006) “Invisible Engines How Software Platforms Drive Innovation and Transform Industries” The MIT Press Cambridge, Massachusetts, London, England Dayport, Sviokla (1995) “Exploiting the Virtual Value Chain” Harvard Business Review 1995 (november-december), pp. 75-85 Shapiro and Varian (1999) “The Standard War”, California ManegementReview , Vol. 41. No 2

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