This presentation explains in a few slides how the convergence of new technologies and new habits and expectations is changing what the user expects from the firm and therefore the firm itself: this is digital transformation. Firms are therefore evolving into post-industrial platforms, and to enable this transformation you need to move forward as an organization along three layers: technology platforms supporting your strategy, organizational design principles and building new innovation capabilities. Plus: this presentation will link you to a new tool that we're about to release (as OCT 2015) - The Platform Design Toolkit 2.0 - see www.platformdesigntoolkit.com

1. Simone Cicero @meedabyte
22/10/2015
On Academy - Rome
BE ON TIME WITH DIGITAL
TRANSFORMATION
build platforms
access ecosystems
transform organizations
#shareIQUII
4 #sharitaly

2. me
@meedabyte
strategist
connector
contributor

3. THE NEW
TECHNICALLY
POSSIBLE

4. PERVASIVITY OF NETWORKS

5. COMPONENTIZATION OF
INFRASTRUCTURES
(age of Pay As You Go)
utility
novel

6. CAPACITY TO MANAGE DATA

7. OPEN ACCESS TO DESIGN

8. THE NEW
DESIRABLE

9. URBANIZATION
Urban Lifestyle
Collaboration
Efficiency

10. MILLENNIALS
Savvy
Green
Asset light

11. EXPERIENCE OVER PRODUCTS

12. “Customer experience
… is a fundamental
dimension of how a
company competes”
Joe Pine

13. A COLLISION:
THE NEW “MARKETABLE”

14. HUMAN RELEVANT FAST PERSONAL

15. THE NEW DEMANDS FOR
THE FIRM

16. Consumer + Producer
Citizen attitude &
emergence of independent
work
What does
such a Market
demands to firms?
Diminishing
Transaction Cost
due to mature
Communication
Technologies
Radical Agility
Fast Experimentation and
Market Discovery
Rethink Bad UXs
Economies of Scope over
Economies of Scale
Concentration of Demand
and
Liquidity of Supply
Create entirely
new Markets
Further Enablers Further Enablerr
New demands for
firms coming from
tech and user trends
New possibilities for
user/citizen
involvement into the
business process
Global change in
perspective due to
radical changes in
the communiation
landscape

17. “hack together products and services, test them,
and improve them […] obsessed with company
culture and talent, with employees that can
imagine, build, and test their own ideas. […]
maniacally focused on customers […]
hypersensitive to friction…
They are open, connected, and build with and for
their community of users and co-conspirators.
They are comfortable with
business models and customer
value revealed over time. “
Aaron Dignan
BE a RESPONSIVE
ORGANIZATION

18. HAVE A
SHAPING
STRATEGY
“…an exciting potential is the ability to
change how an entire marketplace
operates and capture more value by doing
so.
…restructure entire markets and industries
by designing new platforms and offering
powerful incentives to motivate third
parties to participate on them.
…ecosystems enable the participation of
large and small organizations (or
individuals) in creating value at a scale
beyond the possibilities of a single firm
from Deloitte’s “Business ecosystems come of age”

19. The PLATFORM
is a tool to let the
Firm access the
ecosystem
The boundaries of
the firm overlap with
the boundaries of
the Olatform
The evolution of the
platform is to reach
bigger ecosystems
BUILD A PLATFORM
TO ACCESS ECOSYSTEMS

20. UNDERSTAND THE
POTENTIAL OF
MARKET NETWORKS
Sweet Spot:
social networks (optimizing
relationship management),
marketplaces (optimized
fortransactions) and support to
complex business workflows

21. NETWORK
ORCHESTRATORS
a new breed of firms

22. “Our business model classification and analysis says that
Network Orchestrators outperform companies with other
business models on several key dimensions: higher
valuations relative to their revenues, faster growth, larger
profit margins.” (Deloitte and Open Matters Study)
Asset Builders: build, develop, and
lease physical assets
Service Providers: provide services to
customers in form of billable hours
Technology Creators: develop and sell
intellectual property
Network Orchestrators:
create a network of peers in
which the participants
interact and share in the
value creation.
NETWORK
ORCHESTRATORS
The latest evolution in
business model for
interconnected world

23. "When everyone has the Uber app, every driver is using Uber, and everyone
is connected through Uber, there's going to be no room for anyone else to
start a dispatching service"
Evan Rawley, associate professor, Columbia Business School.
TERRIFIC GROWTH
38x growth 2016
vs 2013
NETWORK
ORCHESTRATORS
Leverage on powerful
network effects when on
natural monopoly
markets

24. FROM INDUSTRIAL TO POST-INDUSTRIAL

25. FROM INDUSTRIAL TO POST-INDUSTRIAL

26. FROM INDUSTRIAL TO POST-INDUSTRIAL
Centralized control of resources Leverage on existing resources reuse and
optimization (reducing idleness)
Controlled workforce Independent work
Controlled means of production Ecosystem owns production tools

27. MERGE TECH & DESIGN THINKING:
Integrate Technology and Design to radically rethink UXs reducing the
complexity of what’s possible tech wise
USE POST-INDUSTRIAL MODELS
Create Marketplaces to Connect Supply and Demand instead of providing
centralized services and inventory
P2P INTERACTIONS & IDLE RESOURCES
Leverage on Existing Resources (inventory) and empower Peers and Partners
to contribute to the production process
PLATFORM COMPANIES: KEY TRAITS

28. Three value producing entities, not just one
Platform The brand (or group) that provides the “enabling infrastructure” and the shaping vision
to design better UXs by connecting existing resources, and creating marketplaces for
supply/demand to meet. Most of the times, the firm that owns the platform. Eg: Airbnb,
providing a context for short term rental between peers to happen
Partners The more specialized/professionalized entities that provide part of the value
proposition of the Platform Eg: Developers in Apple Ecosystem
Peers Most of the value is typically generated by the interaction among peers (often bringing
their own resources). Peers can be consumer, producers or both (prosumers)
Eg: Uber drivers using their own cars
1
N
N2
ENTITIES IN PLATFORM ENABLED ECOSYSTEMS

29. Affected/interested/impacted Entities
Stakeholders Entities having a specific interest in:
• Platform success
• Controlling platform externalities + regulation
• Platform governance structure
Typically: public actors/bodies dealing with regulation and control of platforms,
representatives of communities of peers and partners involved in value creation
ENTITIES IN PLATFORM ENABLED ECOSYSTEMS
N

30. 3 KEY STEPS
to enabling the
transformation

31. “[technology ] platforms represent the
ability to generate multiple revenue
streams over the same set of assets
[while] currently firms invest on dedicated
infrastructures to support one revenue
stream with a dedicated set of assets“
Mark McDonald, Accenture
1. BUILD AN AGILE TECNOLOGY PLATFORM

32. 2. EMBRACE A NEW ORGANIZATION MODEL
PARTICIPATIVE
SELF
MANAGEMENT
EMPLOYEE
WHOLENESS
EVOLUTIVE
MISSION

33. 3. BUILD INNOVATION CAPABILITIES

34. + curiosity

35. + hacking

36. experimentation
+

37. “It will be up to us to ultimately determine how
we use that digital technology.
Will we use it to narrowly squeeze out all
inefficiency in the work we do? Or will we use it
to catalyze and amplify the imagination that
makes us uniquely human and that could
identify entirely new avenues to create
fundamentally new sources of value?”
John Hagel - Deloitte

38. TWO MORE
THINGS!

39. Milano – Sharitaly
10° of November
bit.ly/RREXP-MI

40. Barcelona – OSFest
18° of November
bit.ly/RREXP-BCN

41. PLATFORM DESIGN
TOOLKIT 1.0
- released in 2013
- evolution of BMCanvas
- tools for platform designers
- open source/open access
- adopted in several contexts

42. PLATFORM DESIGN
TOOLKIT 2.0
Coming soon
- builds on >2 years of feedbacks
- more complementary tools
- still open source
- a complete offer of workshops

43. PDT
STAY TUNED:
www.platformdesigntoolkit.com