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- Herausgeber: Business Book Summaries
- Kategorie: Lebensstil
- Sprache: Englisch
The must-read summary of Annabelle Gawer and Michael Cusumano's book: "Platform Leadership: How Intel, Microsoft and Cisco Drive Industry Innovation".
This complete summary of the ideas from Annabelle Gawer and Michael Cusumano's book "Platform Leadership" shows that the key to success in the high tech field is to succeed in moulding your product into a platform. Platform leaders use a business strategy which entails four key levers of platform leadership. In their book, the authors explain each of these levers and include case studies to demonstrate their uses and the advantages they can bring. This summary is a must-read for any entrepreneur who wants to create exceptional revenue for years to come by following in the footsteps of platform leaders.
Added-value of this summary:
• Save time
• Understand key concepts
• Expand your knowledge
To learn more, read "Platform Leadership" and find out how you can develop your products and services into a platform.
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Seitenzahl: 36
Veröffentlichungsjahr: 2014
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Book Presentation Platform Leadership by Annabelle Gawer and Michael Cusumano
Book Abstract
About the Author
Important Note About This Ebook
Summary of Platform Leadership (Annabelle Gawer and Michael Cusumano)
Overview: The Four Levers Approach To Achieving Platform Leadership
Case Study #1: Intel
Case Study #2: Microsoft
Case Study #3: Cisco Systems
Case Study #4: Palm
Case Study #5: NTT DoCoMo
Case Study #6: Linux
Book Presentation Platform Leadership by Annabelle Gawer and Michael Cusumano
Book Abstract
MAIN IDEA
The Holy Grail of success in the high tech field is to succeed in molding your product into a platform – a foundation on which other firms build and develop their own complementary products and services. Platform owners can generate exceptionally large revenues and profits as they drive the evolution of the platform forwards over time through innovation.
So how does a technology platform emerge and then continue to grow? Rather than leaving things to chance, platform leaders use a business strategy which entails four key levers of platform leadership:
Scope of the firm – whether it chooses to develop its own complementary products in-house or encourage third party involvement.Technology architecture – how open the platform information is and how much information is available to other parties.Relationships with external companies – whether the relationship is collaborative or competitive and how conflicts are addressed.Internal organization – how potential conflicts of interests and changes in relationships with third parties are handled.In total, establishing and then sustaining a technology platform requires a deft touch. There will always be a number of conflicting demands to consider. Even understanding that demand for your own core product depends on the availability of an array of complements can be sobering and painful for some companies. And yet, the platform leaders who acknowledge this reality and develop a strategy which exploits that can succeed in establishing a business franchise that will generate exceptionally good revenues for years and years as successive generations of products are grafted in. To achieve that, platform leaders need the vision to realize the whole of the ecosystems that revolves around a platform can indeed be greater than the sum of its parts if all the firms work together and follow a leader.
“For an increasing number of companies in a wide variety of markets, learning how to play the platform game is essential for their survival and long-term success. Platform leaders who succeed can exert a strong influence over the direction of innovation in their industries and thus over the network of firms and customers – the ‘ecosystem’ – that produces and uses complements. But not all industries are suitable for platform leadership strategies. The dynamics that make it possible occur only under certain conditions. A fundamental condition is that the firm’s product has limited value when used alone but gains in value when used along with complements. For Intel, the starting point was recognizing that, without innovation on complements and evolution of the PC platform, its main product line – the microprocessor – would have very limited appeal. Other platform leaders share the same predicament.”
– Annabelle Gawer and Michael Cusumano
About the Author
ANNABELLE GAWER is assistant professor at INSEAD, France. She specializes in the business strategy and management of companies in the computer and telecom industries. Dr. Gawer also consults with a number of major companies in the U.S. and Europe. She is a graduate of MIT and Stanford University.
MICHAEL CUSUMANO is a professor at MIT. His specialist field is strategy and management of companies in the software and computer industries. Dr. Cusumano is the author of six books including Microsoft Secrets and Competing on Internet Time. He also serves on the board of directors for several high-tech companies including Infinium Software Inc., Investhink Inc. and Marex Inc.
Important Note About This Ebook
This is a summary and not a critique or a review of the book. It does not offer judgment or opinion on the content of the book. This summary may not be organized chapter-wise but is an overview of the main ideas, viewpoints and arguments from the book as a whole. This means that the organization of this summary is not a representation of the book.
Summary of Platform Leadership (Annabelle Gawer and Michael Cusumano)
Overview: The Four Levers Approach To Achieving Platform Leadership
Main Idea
Technology platforms arise whenever a firm’s own products has limited value when used alone but much greater value when used along with complementary products. To establish and expand a technology platform, four key strategic levers must be handled well:
