Platfroms Renaissance

PLATFORM THINKING MAGAZINE

What comes to mind when you hear the word "platform"? Chances are, you're picturing social media networks, e-commerce sites, or perhaps enterprise software. Many of you might also associate platforms with big-tech giants like Apple, Google, Meta, AirBnb, or Uber. While these aren't incorrect associations, they barely scratch the surface of what platforms are and can offer.

Platforms have become integral to our daily lives, reshaping how we communicate, shop, access entertainment, and even order a pizza. Many of these transformative companies are relatively young, digital natives, and primarily based in Silicon Valley.

Does this mean that traditional, established firms are destined to be overtaken? We don't think so. Rather, we believe there's a wealth of insights to be gleaned from these pioneers— insights that can be used to drive innovation under a new paradigm.

If we view platforms merely as social media or digital apps, we risk remaining stuck in the Middle Ages of platforms. Today, platforms are penetrating established industries and frequently paving the way for their digital transformation. The era of platforms isn't over with the advent tech giants; we are witnessing a true Platforms Renaissance.

To fully engage with this Renaissance, we need "Platform Thinking": the ability to use platform-based mechanisms to unlock digital business transformations. This perspective is universally applicable—from manufacturing to services, from digital newcomers to timetested enterprises, from family-owned businesses to global corporations. It enables organizations to read current trends and write project future innovations effectively.

This first volume of the “Platform Thinking Magazine” distills a decade of research on platforms and presents an in-depth analysis of how S&P 500 companies are implementing Platform Thinking. In doing so, we invite you to join our "Platform Thinking HUB," the community for innovation leaders focused on envisioning and executing digital business transformations grounded in platform mechanisms.

Embark on this journey with us. Don't just experience the digital opportunities around you; become the architect of future innovations within your organization.

Daniel Trabucchi & Tommaso Buganza

Scientific Directors of the Platform Thinking HUB Observatory

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Index 01. What is a Platform? .......................................... 5 Defining Platform types Transactional Platforms Orthogonal platforms (CaaT) Orthogonal platforms(CaaS) Hybrid platforms Innovation platforms Platform Thinking Matrix

02. What is Platform Thinking? ........................ 21 03. Platforms Renaissance: learning from S&P 500 ............................................................... 25 Insights from S&P 500 Platform Thinking Compass

04. The Platform Thinking Ecosystem ....... 43 Reading Platform Thinking Watching Platform Thinking Listening to Platform Thinking Studying Platform Thinking Practicing Platform Thinking Living Platform Thinking | 3

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What is a Platform? | 5

Defining Platform types The term "platform" has become ubiquitous in our everyday language. Yet, one frequently asked question that appears in online searches is, "What exactly is meant by 'platform?'"

This word has evolved beyond its original purpose (as a word): to quickly connect people. Today, we apply it to a wide range of digital services, from Uber and Amazon to Netflix and Facebook.

In this magazine, we introduce a taxonomy to categorize different types of platforms. Specifically, our focus is on business models centered on platforms, intentionally excluding technological or infrastructural platforms.

Each type of platform we describe shares two essential characteristics: Multiple, interdependent customer groups Cross-side network effects, whereby the presence of one group of users enhances the platform's value for another group.

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We delve into five categories: Transactional Platforms Orthogonal Platforms – Client-as-a-Target (CaaT) Orthogonal Platforms – Client-as-a-Source (CaaS) Innovation Platforms Hybrid Platforms

1.

2.

3.

Transactional Platforms

Orthogonal Platforms Client-as-a-Target (CaaT)

Orthogonal Platforms Client-as-a-Source (CaaS)

4.

5.

Innovation Platforms

Hybrid Platforms

For an in-depth look at these categories, please refer to the book "Platform Thinking–Read the Past.

Write the Future."

Scan the QR code to find the book in your preferred store https://bit.ly/PT_Book | 7

Transactional Platforms Transactional platforms serve two-sided markets: demand-side users looking for something, and supply-side users offering it. By enabling transactions — whether goods, services, or knowledge — they bring these two sides together.

Fun fact Transactional platforms date back to 3000 BC with Persian Markets, debunking the notion that they are a modern innovation.

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Typical examples: Uber (core service) AirBnb (core service) eBay Amazon Marketplace Booking.com Spotify Shopping malls Airports Fish markets ...

Scan the QR code to know more https://bit.ly/PT_MOOC_1

Dive into an example: AirBnb AirBnb connects travelers with hosts. The platform grows in value as more users join each side, creating a cycle of increasing utility. The more travelers joins AirBnb, the more AirBnb is valuable for hosts, because they have more potential customers. And vice versa.

Key features: Two-sided customer groups One-to-one interactions Bidirectional cross-side network effects, make the platform more valuable for one side as the other side grows

Platform (AirBnb) Demand Side

Supply Side

(Travelers)

(Hosts)

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Orthogonal Platforms

(Client-as-a-Target) Orthogonal platforms leverage a large user base to engage a secondary customer group, often advertisers, via a Client-as-a-Target strategy.

Usually, orthogonal players pay most of the service (also for the end-users).

Fun fact The advertising-subsidized model dates back to La Presse, a French newspaper in 1836.

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Typical examples: Google search engine Facebook Commercial Television Magazines Instagram …

Scan the QR code to know more https://bit.ly/PT_MOOC_1

Dive into an example: Google Google Search engine serves as an advertising platform. It collects web users through a free service and then allows advertisers to target them. It becomes more valuable for advertisers as more users adopt it, the vice versa is not true.

Key features: Two-sided customer groups One-to-many interactions Unidirectional cross-side network effects

Client-as-a-Target

Supply Side (Advertisers)

Platform (Google Search) Demand Side (Web Users)

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Orthogonal Platforms

(Client-as-a-Source) Orthogonal platforms operating with a Clientas-a-Source strategy collect user-generated data and offer them to a secondary customer group, typically for analytical purposes.

Typical examples: Strava Twitter Parkinson mPower Skyscanner Netflix Facebook …

Fun fact By-product monetization isn't new; even ancient Romans found ways to repurpose waste products. the emperor Vespasian is famous for the creation of the public toilets. By providing a public service, he collected urine to be sold as a main Scan the QR code provision for leather processing. The to know more famous sentence “pecunia no olet” comes https://bit.ly/PT_MOOC_1 form here.

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Dive into an example: Strava To offer services to its users, such as training statistics and performance improvements, the fitness tracking app Strava must collect data from its users, including GPS tracks, time, and hours of training. Once anonymized and aggregated, this data is provided to municipalities for urban planning.

Key features: Two-sided customer groups One-to-many interactions Unidirectional cross-side network effects

Client-as-a-Source

Supply Side (Municipalities)

Platform (Strava) Demand Side (End users)

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Hybrid Platforms Hybrid platforms are multi-faceted structures that combine features from multiple categories.

Integrating transactional and orthogonal features in a seamless solution.

Fun fact Companies are increasingly adopting a hybrid approach, evolving into entities that resemble a combination of some of the world's leading platforms. Take Grab, the renowned Malaysian app for urban mobility, as an example. It has expanded its offerings through more than ten different extensions, allowing users to not only book cars and order food, but also purchase events’ tickets, and much more.

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Typical examples: Uber Spotify AirBnb Amazon Facebook YouTube ...

Scan the QR code to know more https://bit.ly/PT_MOOC_1

Dive into an example: Uber Uber, originally a transactional platform with users and drivers, leveraged its user base to start a second service, Uber Eats, offering food delivery. In addition, given the large amount of data available, Uber aggregates and offer it to research centers and municipalities with Uber Movement. This made Uber a hybrid platform with the coexistence of orthogonal and transactional dynamics among sides.

Key features: More than two customer groups One-to-one and/or one-to-many interactions Bidirectional and/or Unidirectional cross-side network effects

Orthogonal Side (Research centers)

Platform (Uber) Demand Side (End users)

1st Transactional Side (Drivers)

2nd Transactional Side (Restaurants) | 15

Innovation Platforms Innovation platforms serve as a foundation upon which third-party developers can build complementary services or products. They start from a finished product (the platform) that can be sold as is

Fun fact The idea of an open computing platform dates back to the partnership between IBM, Microsoft, and Intel, contrasting Apple's then-closed system.

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Typical examples: Windows iOS Roblox Android MiroVerse ...

Scan the QR code to know more https://bit.ly/PT_MOOC_1

Dive into an example: Apple iOS Through Application Programming Interfaces (APIs), the iOS platform allows app providers to build on top of Apple's hardware and firmware.

Companies like Waze no longer need to develop the screen, GPS antenna, or speakers, as was once the case for TomTom or Garmin. To enhance their complementors' ability to delight end users, Apple has even released a Software Development Kit (SDK) to facilitate coding.

Key features: Two-sided customer groups: users and complementors One-to-one interactions Bi-directional cross-side network effects

Complements ...

Supply Side

Platform (iOS)

(Complementors)

Demand Side (End users)

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Platform Thinking Matrix This overview is intended to provide an initial, general understanding of the diverse perspectives on platforms. By grasping these different types of platforms, we can better navigate today's complex digital landscape.

There is no a single rule for creating and evolving platform businesses.

On top of the typologies, there are the two main logics of platform growth: Exploitation, which is the ability to create new services within the existing platform ecosystem, like Spotify creating Spotify for Artists Extension, which is the ability to add a new side to the platform to enable a new platform relationship, like Uber bringing on board the restaurants to create Uber Eats.

By combining platform typologies and growth strategies, we can create the Platform Thinking Matrix, the core element of our approach to platforms.

Starting from this matrix, we can begin exploring how platforms can be used as a tool to foster innovation, whether you are an entrepreneur or an established company looking to evolve its business model.

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Transactional

Orthogonal

Extension

Exploitation

CaaT

+1

CaaS

Transactional Exploitation

Orthogonal Exploitation

Transactional Extension

Orthogonal Extension

Source: Platform Thinking: Read the Past. Write the Future https://bit.ly/PT_Book

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What is Platform Thinking? | 21

Defining Platform Thinking Many people assume that platform companies are a modern phenomenon, digital-first, and rooted in Silicon Valley. While statistics may reinforce this perception, the reality is far more expansive. Platforms can serve as powerful tools for business transformation, applicable to organizations of all types. In essence, we can all glean valuable insights from the remarkable growth trajectories of well-known platforms to cultivate a mindset geared toward innovation: Platform Thinking.

Platform Thinking is the ability to use platform-based mechanisms to unlock digital business transformations.

Platform Thinking is the ability to use platform-based mechanisms to unlock digital business transformations

Dive into an example: Telepass Pay Take Telepass, for example—an Italian firm initially established to facilitate automatic toll payments on the country's highways. Far from being a stereotypical Silicon Valley start-up, Telepass has its roots in Italy and has been around for nearly four decades. It began as an experimental project by Sixcom, a subsidiary of the Olivetti Group, in the late 1980s. Italy led the world in 1989 by becoming the first country to implement nationwide electronic toll collection. Telepass became an independent entity in 2008 and is currently part of the Atlantia Group.

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Scan the QR code to know more https://bit.ly/PT_MOOC_1

What's noteworthy about Telepass is its evolutionary journey. Over the years, it has transformed from merely streamlining highway toll collection to becoming a multi-sided platform in its own right. Today, Telepass Pay offers an array of services, such as on-street parking payments, private parking access, ski pass purchases, and even car wash services while your vehicle is parked. These offerings are made possible because Telepass serves not just individual consumers but also municipalities, parking facilities, and ski lift operators. In short, Telepass has metamorphosed from a traditional, linear-value-chain organization to a dynamic platform connecting diverse customer groups. It facilitates interactions that create and exchange value.

Telepass serves as an iconic example of Platform Thinking — leveraging its extensive customer network as an asset to drive platform-centric innovation and, consequently, digital business transformation.

Providers

FROM

TO

TELEPASS

Telepass Pay

End users

Municipalities

Ski facilities

End users

Toll management ...

-

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Platforms Renaissance: learning from S&P 500 | 25

Insights from S&P 500 Research Goal In the previous sections, we introduced the different types of platforms — Transactional, Orthogonal (both Client-asa-Target and Client-as-a-Source), Innovation, and Hybrid — as well as elaborated on the concept of Platform Thinking (PT), using Telepass as a reference case study.

Now, we turn our attention to the current applications of Platform Thinking.

How widespread is Platform Thinking among companies?

What types of platforms are prevalent in established firms?

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To investigate these questions, we leverage data from the first edition of the Platform Thinking HUB — hosted by Digital Innovation Observatories of the School of Management at Politecnico di Milano.

Specifically, our research targeted established organizations within the S&P 500 list. Using the S&P 500 list retrieved in February 2023, we assembled a dataset of publicly disclosed "platform initiatives" undertaken by these corporations.

Then we developed the following research by analyzing each one of them.

Research Methodology For each company, we conducted Google searches using combinations of the company name with “platform,” as well as “data” or “data strategy” to account for orthogonal platforms.

The dataset yielded 798 initiatives by 445 companies. Each was analyzed via secondary sources to classify it according to the typologies of platforms introduced in the previous sections (Transactional, Orthogonal CaaT, Orthogonal CaaS, Innovation, or Hybrid).

Moreover, for each case, we identified the actors involved and labelled them as demand, supply or orthogonal sides.

The cross-analysis of data enabled us to develop the Platform Thinking Compass, a tool that outlines various strategic rationales for adopting Platform Thinking. It also provides a range of operational options, illustrated with real-world cases and examples.

Disclaimer This study doesn't aim to offer a statistically comprehensive view of Platform Thinking's prevalence. We focused on publicly available information, filtered through Google, which means some platforms may be unaccounted for. The primary goal, however, is qualitative: to categorize the types of Platform Thinking strategies.

Therefore, the methodology remains appropriate given the dataset's scope.

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Facts From the initial pool of 500 companies in the S&P 500 list, we first excluded 16 companies identified as "born as platforms," such as Google, Meta, and Apple. These companies were omitted because our research aims to explore the opportunities of Platform Thinking for businesses that are adopting platforms as an innovation tool, rather than those that are natively built on them. Of the remaining 484 cases, we could not retrieve any information about platform based initiatives for 39 of them. This leads to 445 companies in the sample which developed platform initiatives to the world.

16 “Born-as-a-Platform” 39 No evidence of Platform Initiatives

8%

92% 92% of the companies we examined developed one or more platform-related initiatives.

445 with evidence of Platform Initiatives

92%

S&P 500 companies

INSIGHT #1 Platform Thinking is not just trendy. It is pervasive in today's business landscape.

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Facts Taking our analysis to a more granular level, we closely examined all initiatives labeled as platforms by the 445 companies in question. Our data strongly suggests that many companies incorrectly label as Platform what should more accurately be termed as "linear digital service."

To elaborate, implementing a supermarket loyalty program that gathers data on purchases and offers prize selection is merely a service. It doesn't meet the criteria for a platform, as it doesn't involve multiple sets of customers or produce network externalities.

Of the 445 companies that label one or more of their initiatives as platforms, only 135 (30%) have developed solutions that can genuinely be categorized as Transactional, Orthogonal, Innovation, or Hybrid platforms.

While digital services are important and can be sources of significant innovation, platform strategies fundamentally alter how value is created and appropriated. Platform Thinking zeroes in on this latter aspect.

16 “Born-as-a-Platform” 39 No evidence of Platform Initiatives 135 Developed actual PT Initiatives

30%

445 with evidence of Platform Initiatives

310 Developed digital linear value services

only 30% Only 30% of the companies which show platform initiatives are developing real platforms

70%

S&P 500 companies

INSIGHT #2 The term platform is confused with digital service in the majority of instances.

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Facts We examined 798 initiatives labeled as platforms and found that, despite their designation, approximately 66% (530) do not conform to any of the identified platform types. Interestingly, when shifting the analysis from companies (where only 30% introduce real platforms) to individual initiatives (of which 34% are real platforms), we observe a significant difference in proportions.

In other words, companies that have successfully harnessed the potential of platform thinking seem capable of replicating this success multiple times. Once they've mastered the mechanics, they are actively shaping their future.

16 “Born-as-a-Platform” 39 No evidence of Platform Initiatives 135 Developed actual PT Initiatives

30%

268 PT Initiatives

34%

30% of the companies develop 34% of the real platform initiatives

445 with evidence of Platform Initiatives

310 Developed digital linear value services

30% 34%

70%

S&P 500 companies

530 Digital linear value services

66%

Initiatives

INSIGHT #3 Once a company masters Platform Thinking, it successfully replicates it

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Platform Thinking Compass The existing gap in understanding platforms reveals untapped opportunities for true platform innovators, as opposed to merely launching a "linear" digital service labeled as a platform. As outlined in the first section of this report, any platform possesses two defining features: The existence of at least two different groups of customers interconnected by the platform.

The manifestation of cross-side network externalities.

These attributes make platforms challenging to initiate but also incredibly scalable and effective once they gain traction. Our focus is on exploring how established companies, already boasting a customer base and market presence, can leverage platforms. For them, the barriers to entry are considerably lower than for startups, opening up expansive avenues for platform-based innovation.

Turning to the 268 cases we studied, what have we discovered?

Each of the 268 cases was scrutinized to understand the nature of the implemented innovation. To categorize these, we introduced the Platform Thinking Compass.

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The Platform Thinking Compass serves as a navigational tool to identify possible kinds of Platform Thinking and emergent innovation strategies in our dataset. We pinpointed three main dimensions: Object of Innovation The vertical axis of the matrix helps differentiate the focus of the innovation: How: Centered on process innovation, affecting the ways in which operational tasks are executed (e.g., procurement, customer retention, training, experimentation).

What: Centered on product innovation, influencing the offerings made to the market (e.g., new products or services).

Area of Innovation The horizontal axis distinguishes the value chain that the innovation targets: Known Area: Refers to innovations occurring within the value chain where the organization is already active (e.g., adding a customer retention service).

Unknown Area: Relates to innovations in value chains different from the existing one, possibly in an adjacent or entirely new domain (e.g., film production if you're in film distribution, or marketing consultancy if your core business is digital services).

Purpose of the Initiative Types of Platform Thinking that populate the matrix: Why: Uncovering the ultimate aim behind the application of Platform Thinking and the 4 types of platform thinkers.

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HOW

EFFICIENCY SEEKERS

EFFICIENCY EXPLORERS

WHAT

We named this matrix the Platform Thinking Compass because it aids Platform Thinkers in identifying strategic reasons to innovate through platforms. It also provides illustrative examples of how Platform Thinking can be applied to foster innovation and digital business transformation.

BUSINESS UNVEILERS

BUSINESS DEMIURGES

KNOWN

UNKNOWN

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Efficiency Seekers Exxon Mobil Rewards+ Exxon Mobil stands as one of the world's most prominent publicly traded international oil and gas enterprises. The company has introduced Exxon Mobil Rewards+, a fuel rewards program designed to offer points redeemable for savings on fuel and in-store purchases. This program serves as a transactional two-sided platform, connecting Exxon's customers to its extensive network of gas stations. The aim is to enhance customer retention by streamlining customer engagement and optimizing various marketing strategies.

Exxon Mobil Rewards + Travelers

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Gas Stations

Mondelez - Consumer Packaged Goods e-commerce Mondelez International, one of the world's leading snack companies, embarked on a digital transformation journey in 2020. Collaborating with Brandlive and VTEX, Mondelez launched a B2B2B marketplace intended to link retailers and distributors. According to Maria Mujica, VP of Ecommerce for LATAM at Mondelez, the objective is to stimulate sales across a vast network where small retailers and large distributors mutually benefit from growth.

Consumer Packaged Goods e-commerce Retailers

Distributors What else?

From our analysis of S&P 500 companies, Efficiency Seekers typically focus on: Internal Process Support Knowledge Sharing Customer Engagement Data-Driven Efficiency Partner Integration ...

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Efficiency Explorers Zappi by PepsiCo Lab Zappi is an advertising testing platform that offers centralized access to various research methodologies.

Created in partnership with PepsiCo Lab. It is described as the "ad and innovation testing platform built by brands, for brands." Companies looking to test products can connect with a diverse consumer base who are incentivized through credit rewards, in a typical transactional two-sided mechanism. The platform gathers valuable data from consumer interactions, assisting companies in accelerating their time-to-market.

Zappi Brands

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Testers

Eli Lilly Open Innovation Drug Discovery Platform Eli Lilly's Open Innovation Drug Discovery platform provides scientists access to proprietary computational and informatics tools through a secure website. Once a molecule is submitted and meets predefined criteria, Eli Lilly tests it free of charge. Comprehensive data reports are offered to the submitting scientist, with Lilly retaining first rights to negotiate for collaboration or licensing agreements, particularly in the fields of cancer, endocrine, cardiovascular, and neuroscience research.

Open Innovation Drug Discovery Platform Scientists

Eli Lily’s researchers What else?

From the analysis of the S&P 500 companies, Efficiency Explorers often look for: Open Innovation Service Internalization ...

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Business Unveilers AT&T IoT Console AT&T's IoT Console is a cloud-based management platform that aggregates various M2M (Machine-to-Machine) platforms like AT&T Control Center, Nokia Worldwide IoT Network Grid, Globecomm, and Bridge Alliance DCP. The platform uses APIs to integrate complementary products, enabling businesses to gain insights into end-user interactions with digital products and services. This generate a hybrid multi-sided platform.

Business Customers ...

AT&T IoT Console End Users 38 | Platform Thinking Magazine Vol 1

Product Producers

Walmart Marketplace In 2022, Walmart launched the Walmart Marketplace, a platform where third-party sellers can list and sell products alongside Walmart's inventory. The marketplace expands the opportunity for sellers to engage with Walmart's extensive and trusted customer base.

Walmart Marketplace End Customers

Third-Party Sellers What else?

From the analysis of the S&P 500 companies, Business Unveilers commonly focus on: Digital Service Expansion User-Supportive Data Utilization ...

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Business Demiurges NVIDIA Omniverse NVIDIA Omniverse is a real-time 3D collaboration platform that allows users to work together on a single 3D scene. It is still under development, but it has already been used for a variety of applications, including visual effects, industrial simulation, and 3D modeling. Omniverse is a powerful and versatile platform that has the potential to revolutionize the way we create and interact with the 3D world. It opens NVIDIA to the consumer world, by connecting final customers, with professionals and application providers that build on top of their technological architecture.

...

NVIDIA Omniverse

App Developers

End Customers Content Creators 40 | Platform Thinking Magazine Vol 1

Ford Car Data Analytics (in partnership with Google) Ford has teamed up with Google on an ambitious data analytics initiative. This alliance aims to elevate customer experience, speed up product innovation, and optimize operations. A pivotal goal is to unlock new revenue channels by monetizing extensive driving data. Ford aims to leverage this data to enhance in-car features, offer insights to insurance firms, and discover untapped business opportunities. Early results already show promise in areas like predictive maintenance and supply chain efficiency.

Third-party Companies

Ford Car Data Analytics Drivers

What else?

From the analysis of the S&P 500 companies, Business Demiurges typically concentrate on: New Market Entry Strategies Business Model Expansion Seeking Complementary Partners ... | 41

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The Platform Thinking Ecosystem | 43

Reading

Platform Thinking

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Platform Thinking: Read the Past. Write the Future The book summarizing 10 years of research aiming to inspire the next generation of innovation leaders by embracing Platform Thinking.

Available in English (published by Business Expert Press) and Italian (published by Egea).

Scan the QR code to find the book in your preferred store https://bit.ly/PT_Book

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Watching

Platform Thinking

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MOOCs - Platform Thinking: Innovation in digital business models era

Scan the QR code to access the courses https://bit.ly/PT_Coursera

4 MOOCs - developed in collaboration with METID - Politecnico di Milano - are available on Coursera to dive in the world of platforms: What’s beyond Uber?

Designing a Platform Exploiting Data through Platforms Platform Thinking 4 the Metaverse

The Platform Room Short videos summarizing our latest scientific papers with a everyday language.

Scan the QR code to access the Platform Room https://bit.ly/PT_PlatformRoom | 47

Listening to Platform Thinking

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Talking about Platforms Talking about Platforms is the podcast where we present and discuss relevant discoveries from the field of platform research.

The mission of the podcast is to facilitate the dissemination of platform research to a wider audience, going beyond the academic boundaries and to present top scientific papers in an easy, understandable and enjoyable way, while fostering a critical discussion. Hosted by Philip Meier, Daniel Trabucchi & Tommaso Buganza.

Scan the QR code to access the Podcast https://bit.ly/PT_TAP

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Studying

Platform Thinking

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Online Certification Program Platform Thinking for Innovation Professionals In a dynamic blend of hands-on experience and synchronous digital interaction, participants will immerse themselves in the realm of "Platform Thinking." Comprising 12 hours of inperson hackathons and an additional 20 hours of real-time digital sessions, this program offers a practical application to a real-world case study. Designed to enhance your toolkit as an innovation professional, the program is delivered by the POLIMI Graduate School of Management.

Scan the QR code to access the OCP https://bit.ly/PT_OCP

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Practicing

Platform Thinking

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Scan the QR code to access the PT BM Canvas https://bit.ly/PT_BMCanvas

Miro Template - Platform Thinking Business Model Canvas It offers a concrete support in designing and representing the basic architecture of a platform and its overarching business model.

Miro Template - Platform Thinking Toolkit It offers a concrete support in assessing the idle assets of an established organization to see platforms as a powerful way to foster innovation.

Scan the QR code to access the PT Toolkit https://bit.ly/PT_Toolkit

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Living

Platform Thinking

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Platform Thinking HUB PTH is the innovation leaders’ community where to envision revolutionary digital business transformations built upon platform-based mechanisms. Founded within the Osservatori Digital Innovation of Politecnico di Milano in 2023.

Where we start from: There are many typologies of platforms (transactional, orthogonal, multi-sided, network-based,...), Start-ups found and exploited many business opportunities relying on platform models, Established companies can leverage platforms to transform their businesses too.

Scan the QR code to access PTHub https://bit.ly/PT_PTH

2023 edition partners

What we will discover together: What are the main innovation strategies that can be pursued by established firms, What are the assets needed to trigger these kinds of transformations, What are the main outputs that Platform Thinking can enable for established firms. | 55

Kick-off Session–March 2023 The inaugural event of the Platform Thinking Hub aimed to cultivate a dynamic community of practitioners interested in delving into the complexities of platformbased business models. Four guests – Francesco Caio, Mariagrazia Del Vescovo (HERE Technologies), Raffaelle Lillo (Telepass), and Micaela Long (Moderna) speakers from leading global firms presented, highlighting the multifaceted nature of platform strategies. Coupled with these real-world examples, academic perspectives on platform structures and network externalities were discussed.

Participants collaborated in small-group activities to foster connections and enrich conversations, thereby expanding their professional networks.

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Dive-In Virtual Workshop: Privacy Perception in Digital Apps–April 2023 Our community's first activity delved into the pressing issue of privacy within digital platforms that operate through data collection and analysis. This two-hour digital session featured noteworthy case studies, such as Jawbone, to illustrate how strategic data use can unlock significant innovation. On the flip side, we examined cases like Immuni to explore how misunderstandings about data use could hinder crucial innovations. Small group discussions focused on the critical role of transparency in data-driven models and its broader implications.

Platform Thinking GYM: Idle Assets–May 2023 In this full-day in-person session, we explored ways platforms can create value for organizations by leveraging idle assets. These assets include both tangible resources like physical assets and data, as well as intangible ones such as knowledge and relationships. Utilizing the Idle Asset Canvas, partners engaged in critical thinking about untapped resources that could become the cornerstone of a platform business. Interactive discussions and peer feedback sessions followed, culminating in a pitch session that showcased a variety of innovative ideas.

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Dive-In Virtual Workshop: Generative AI & Platforms–June 2023 Our second digital gathering focused on the transformative role of AI. Through a selection of groundbreaking cases, we highlighted AI's potential, particularly in disseminating research. Partners were challenged to explore and present intriguing applications of AI. The workshop concluded with reflections on the future impact of AI in the platform ecosystem.

Platform Thinking GYM: Data Board–July 2023 This full-day, in-person workshop centered on crafting data-driven innovations.

The day began with inspiring examples from cases like Twitter's political index and Strava, emphasizing the role of data in platform strategies. The Data Board served as a tool for partners to categorize their organizations' data, leading to critical analyses and future opportunity mapping. This process facilitated mutual feedback and concluded with a comprehensive plenary pitch session.

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Platform Thinking GYM: Knowledge Sharing–September 2023 In our final session, we aimed to synthesize the lessons from previous activities.

Initial discussions focused on the iterative nature of Platform Thinking and the supportive role AI can play in this process. An experiential lab followed, featuring a company-based discussion using ChatGPT and Bard, to explore how Platform Thinking could be applied to our partners' contexts. Reflective conversations uncovered intriguing insights and set the stage for the next iteration of the Platform Thinking Hub, with an emphasis on its strategic importance.

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Platform Thinking HUB 2024 Platforms: from digital innovation to business transformation.

The second edition of the Observatory Platform Thinking HUB runs from January 2024 to October 2024, with some important add ons.

The 2024 edition will mirror the first one, having both Platform Thinking GYMs to live Platform Thinking as a community of innovators and Dive-In Virtual Workshops to explore the most recent Platform Thinking evolutions and findings.

Starting from this edition, partners will define a use case a specific strategic direction or project, to be followed throughout the Gyms.

Moreover, the partners will have a dedicated access to Symplatform, the international conference for Platform Thinkers.

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https://bit.ly/PT_PTH

Symplatform Symplatform is the place where academic knowledge meets the practice world to foster a critical discussion on what platforms are, how they work, and what they can become for people, organizations and our society.

Symplatform is a yearly conference taking place in a phygital format.

The fifth edition will take place in September 2024, in Lecco (Lake Como, Italy) aiming to blend research and the practice world, getting together: International scholars researching platforms Consultants interested in the world of platforms Professionals developing tools and methods to support platform development Representatives of established firms interested in Platform Thinking Founders and managers of platform-based startups We will enjoy the pleasure of knowledge sharing and networking centered around platforms on the beautiful Lake Como.

Symplatform is a joint project founded by Daniel Trabucchi, Tommaso Buganza, Laurent Muzellec and Sébastien Ronteau in 2019. https://bit.ly/PT_Symplatform

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Platform Thinkers Scientific Directors

Daniel Trabucchi

Tommaso Buganza

Research Team

Elisabetta Puglielli

62 | Platform Thinking Magazine Vol 1

Silvia Gadola

Strategic Advisor

Alessandro Perego

Brain Trust

Francesco Caio

Platform Thinking SQUAD

Aleksandra Grigoreva

Mohab Abd El Latif

Tommaso Falco

Eda Özgü Ersoy

Francesco Ghezzo

Pandu Bagus Pekerti Sumeyra Kahraman

Utkarsh

Vaishnavi Kumar

Giuseppe Passaniti Matteo Borgonovo

Stefania Giudici

Stefania Marziali

Vito Giardinelli

Special thanks to Damiano Frosi, Valeria Portale, Alessandra Luksch, Marta Valsecchi and the entire team of Osservatori Digital InnovationPolitecnico di Milano for the support in the first edition of PTH.

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