2017 04 12 Parker slides MIT ICT Conference
Transcript of 2017 04 12 Parker slides MIT ICT Conference
GeoffreyParkerProfessor, Thayer School Engineering, Dartmouth CollegeDirector, Master of Engineering Management ProgramResearch Fellow, MIT Initiative on the Digital [email protected]@mit.edu
PlatformRevolutionMITInformationandCommunicationsTechnologiesConference12April2017
GeoffreyParkerDartmouthCollege
@g2parker
MarshallVanAlstyneBostonUniversity
@InfoEcon
PlatformRevolution:MakingNetworkedMarketsWorkforYou
Questrom School of Business
2016 Parker & Van Alstyne with Choudary –licensed under Creative Commons Attribution-ShareAlike 4.0 Int’l (CC BY-SA 4.0).
SangeetChoudaryPlatformation Labs
@sanguit
@InfoEcon
SomethinghasChangedFIRM YEAR EMPLOYEES MKTCAP
BMW 1916 116,000 $53B
UBER 2009 7,000 $60B
MARRIOT 1927 200,000 $17B
AIRBNB 2008 5,000 $21B
WALTDISNEY 1923 185,000 $165B
FACEBOOK 2004 12,691 $315B
KODAK 1888 145,000 $30B(heyday)
INSTAGRAM 2010 13 $1B(acquisition)
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Source:P.Evans,“Networks,DataandPlatforms,”inGrowingGlobal:LessonsfortheNewEnterprise,CenterforGlobalEnterprise,2015.
TrendslikelytocontinueandintensifyForcesofChange
Surgeindataandtoolsthatcanmanageand
analyzedataNetworksconnectphysical,digital,andsocial
AgeofNetworks AgeofDataFIRM
AgeofPlatformsNewbusinessmodelsthatthat
leveragenetworksandintelligence
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Source: International Monetary Fund
NorthAmerica Europe Africa,LatinAmerica,ROW
Asia
2015NominalGDPUS$Total:73.1T
GlobalEconomyisRelativelyBalanced
10.7T23.5T19.5T 19.5T
2016 Parker & Van Alstyne, with Choudary – licensed under Creative Commons Attribution-ShareAlike 4.0 International (CC BY-SA 4.0).
Source: P. Evans, CGE; CB Insights, Capital IQ, CrunchBase, 2015
NorthAmerica Europe Africa&LatinAmerica
Asia
NorthAmericahasthemost$1B+platformfirms,asmeasuredbymarketcap.China,withalargehomogeneousmarket,isgrowingfast.Europe,withamorefragmentedmarket,haslessthan¼thevalueofNorthAmerica
Private
Public
ThePlatformEconomyisUnbalanced
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7Source:CGEPlatformDatabasewithQuidvisualization,2015
Over$3trillioninfirmmarketcap
TheNewMultinationals
ExplosionofPlatformCompanies
SelectedPlatformCompanies Emergingplatformclusters
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PlatformMarketCapDisplacedEnergyandFinance
8Source:Visualcapitalist.com,Bloomberg
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TRADITIONALLINEARVALUECHAIN
Stage1 Stage2 Stage3
$ $ $Valueaccumulatesfromstagetostage
MinimalNetworkEffects2016 Parker & Van Alstyne, with Choudary – licensed under Creative Commons Attribution-ShareAlike 4.0 International (CC BY-SA 4.0).
LinearPipevs.TriangularPlatform
ElementsofvalueexchangeSourceContent Edit/Curate CreateBundles Multiplechannels
RAWMAT’LS PRODUCTION ASSEMBLY DISTRIBUTION
DemandSideProductionSide
PLATFORM2016 Parker & Van Alstyne, with Choudary – licensed under Creative Commons Attribution-ShareAlike 4.0 International (CC BY-SA 4.0).
APLATFORM:• Isanexusofrulesandarchitecture
• Isopen,allowingregulatedparticipation
• Activelypromotes(positive)interactionsamongdifferentpartnersinamulti-sidedmarket
• Scalesmuchfasterthanapipelinebusinessbecauseitdoesnotnecessarilybearthecostsofexternalproduction.
PLATFORM
DemandSide
ProductionSide
Source:PlatformRevolution
Elementsofvalueexchange
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*IncludesHQ,otherrooftops,retailoutlets,manufacturingplants,serviceshops,etc.
EXAMPLECOMPANIES
PLATFORMECOSYSTEM
HIERARCHALORGANIZATION+PHYSICALASSETS*
ASSETHEAVYDaimler
JohnsonControlsGE
Siemens
ASSETLIGHTGoogleUberAirbnb
STRUCTURE PLATFORM
MIXEDAppleAmazon
HPSamsungEn
terprisetype
Source:P.Evans,CGE;CBInsights,CapitalIQ,2015
PlatformsExistonTopofAssetHeavyCompanies
GooglePlayUber appAirbnb app
AppstoreAppstore
SDNAppStoreSamsungApps
MoovelPanopixPredix
MindSphere
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CriticalityoftheDatalayer
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Newlocusofvaluecreation andcapture
Agriculture
PhysicalLayer
Energy
PhysicalLayer
Healthcare
PhysicalLayer
Banking
PhysicalLayer
DATALayer DATALayer DATALayer DATALayer
Source:P.Evans,CGE,2015
Justatractor?
Inputs: Preciselocation,temperature,humidity,soilsamples,seedinformationOutputs: Cropyields
JobOperators
Retailers
Farmers
ServiceTechnicians
Tractors AgricultureBusiness
Seeds,FertilizerPestcontrol
CommoditiesSelling
YieldManagement
SoftwareIntegration
SoilAnalysis DataAnalysis
PrecisionAgricultureMapping
Insurance
DigitalFarmingPlatform
APIsenableplatformdatacapabilities
Revenues
Reach
Engagement
Innovation
Integration
Application Programming Interface (APIs)
Definition: Standardized machine-readable digital communication interface for a system, which can be designed to have open or restricted access and be exposed both internally and externally of an organization’s network
Exchange and value creation
©Parker&VanAlstyne2016
AreAmazonandWalmart intheSameBusiness?
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Socialmedia/webJobsearch/workE-commerceTools/cloud/bigdata
Payments
API Clusters
Messagingservices
Source: Rahul Basole and Peter Evans, with data from ProgrammableWeb, Center for Global Enterprise, 2015
Enterprise/storage
APIEconomyVisualized:
Walmart
Amazon SNSAlexa Web Inform
Amazon Marketplac
eAmazon
SimpleDBAmazon Product
Advertising
Amazon CloudWatc
h
Amazon Flexible
Amazon Redshift
Amazon SC2Amazon
S3 Amazon Mechanical
TurkAmazon
RDSAmazon DynamoDB
Amazon Queue Service
Socialmedia/webJobsearch/workE-commerceTools/cloud/bigdata
Payments
API Clusters
Messagingservices
WalmartAmazon
Companies
Enterprise/storage
Source: Rahul Basole and Peter Evans, with data from ProgrammableWeb, Center for Global Enterprise, 2015
APIEconomyVisualized:AmazonvsWalmart
WhoisGettingMore3rdPartyValueAdd?
Source: P. Evans, CGE; CB Insights, Capital IQ, CrunchBase, 2015
Amazon growth over 10 years 2491% vs. Walmart (48%), Target (23%), Macy’s (-12%), Best Buy (-31%)
Logistics&supplychainsqueezinghavelimits.Externalvalueaddismuchlesslimited.
BezosPlatformManifesto• All teams will henceforth expose their data and functionality through
service interfaces. • Teams must communicate with each other through these interfaces.• There will be no other form of inter-process communication allowed.• It doesn't matter what technology they use.• All service interfaces, without exception, must be designed from the
ground up to be externalizable.• Anyone who doesn't do this will be fired.
Source: P. Evans, CGE; CB Insights, Capital IQ, CrunchBase, 2015
6ReasonsPlatformsFail
1. Failuretooptimize“openness”– Apple1980s/Google2010s2. Failuretoengagedevelopers– JohnsonControlsPanoptix3. Failuretosharethesurplus– Covisint4. Failuretolaunchtherightside- GoogleHealth(consumer)5. Failuretoputcriticalmassaheadofmoney– BillPoint vs.PayPal6. Failureofimagination– HP,Sony,Garmin,Cisco,…
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1connection
2phones
10connections
5phones
66connections
12phonesMoreusers=morevalue=moreusers…
PlatformsLeverageNetworkEffects
Source:Wikipedia.org2016 Parker & Van Alstyne, with Choudary – licensed under Creative Commons Attribution-ShareAlike 4.0 International (CC BY-SA 4.0).
RiseofIntangiblesS&P500(US)MarketValue
Source:OceanTomo,LLC2015
Inanymarketwithnetworkeffects,thefocusofattentionmustshiftfrominsidetooutsidethefirm.
Source:PlatformRevolution
PLATFORMIMPLICATION
Reason:Youcan’tscalenetworkeffectsinsideaseasilyasoutside.
2016 Parker & Van Alstyne, with Choudary – licensed under Creative Commons Attribution-ShareAlike 4.0 International (CC BY-SA 4.0).
Tohaveanexternalfocus,youmust havea
communitystrategy.
...thisimplies...
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Goal shifts from control, entry barriers, and differentiation to creating and facilitating more valuable
market exchanges.
HowStrategyChanges
© 2015 Parker, Van Alstyne & Choudary
• Finance– Recordsoutsidefirm(e.g.,blockchain),– ShareholderValueà StakeholderValue,Incorporatenetworkeffects
• HumanResources– InternalEmployeesà Externalcommunities
• R&D– Experts&SpecializeddepartmentsàCrowdsourcing&OpenInnovation
• Marketing– Pushà Pull,Outboundà Inbound
• Strategy– EntryBarriers&InimitableResourcesà Ecosystemhusbandry&LongTail
• IT– BackOffice(ERP)à FrontOffice(CRM)
à Out-of-Office(Social&BigData).Communicationamong users.
• Operations&Logistics– Uber:notaxis,Airbnb:norealestate,
Facebook:createsnocontent,Alibaba:noinventory.
– Shedfixedandvariablecosts
PlatformsInverttheFirm…
© 2016 Parker, Van Alstyne & Choudary
• Adddatalayertoimproveexistingoperations• Createecosystemstoaddvalue• Investingovernancetoattractpartnersandtheirinvestments
FromProductsandServicestoPlatformsPrimaryTasks
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• Createarchitecturestofacilitateaccesstodatathatcanbeusedtocreatenewbusinessandrevenuestreams
• Developsharedunderstandingandrulestofairlydividevaluetoprovideincentivesforassetownerstoparticipate
2016 Parker & Van Alstyne, with Choudary – licensed under Creative Commons Attribution-ShareAlike 4.0 International (CC BY-SA 4.0).
FromProductsandServicestoPlatformsSecondarydatauses
“you’llknowyou’reaplatformwhenyourusersdosomethingyoudidn’texpect.”
PeterCoffee,Salesforce.com,MITPlatformSummit2013
• PlatformsinFinanceandTelecoms• B2BversusB2CPlatforms• GovernanceandRegulationinPlatforms• DataValueandMarkets
CurrentPlatformIDEResearchProjects
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Q&A
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GeoffreyParkerProfessor,DartmouthCollege
ResearchFellow,MITInitiativeontheDigitalEconomyCoauthor,PlatformRevolution
[email protected]@g2parker