Be On Time with Digital Transformation: build platforms, access ecosystems, transform organizations
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The document discusses the transformation brought by digital platforms and ecosystems, emphasizing the importance of agility, user involvement, and new business models such as network orchestrators. It highlights the shift from traditional centralized control to participative and decentralized interactions among peers, enhancing customer experiences and value creation. Additionally, it outlines key steps for organizations to adopt technology platforms, including building agile models and fostering innovation capabilities.
![“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](https://image.slidesharecdn.com/presentation-sharitalyforum-iquii-151023070037-lva1-app6892/85/Be-On-Time-with-Digital-Transformation-build-platforms-access-ecosystems-transform-organizations-17-320.jpg)
![“[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](https://image.slidesharecdn.com/presentation-sharitalyforum-iquii-151023070037-lva1-app6892/85/Be-On-Time-with-Digital-Transformation-build-platforms-access-ecosystems-transform-organizations-31-320.jpg)
Be On Time with Digital Transformation: build platforms, access ecosystems, transform organizations
- 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
- 5. COMPONENTIZATION OF INFRASTRUCTURES (age of Pay As You Go) utility novel
- 6. CAPACITY TO MANAGE DATA
- 7. OPEN ACCESS TO DESIGN
- 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
- 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