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Simone Cicero @meedabyte
22/10/2015
On Academy - Rome
BE ON TIME WITH DIGITAL
TRANSFORMATION
build platforms
access ecosys...
me
@meedabyte
strategist
connector
contributor
THE NEW
TECHNICALLY
POSSIBLE
PERVASIVITY OF NETWORKS
COMPONENTIZATION OF
INFRASTRUCTURES
(age of Pay As You Go)
utility
novel
CAPACITY TO MANAGE DATA
OPEN ACCESS TO DESIGN
THE NEW
DESIRABLE
URBANIZATION
Urban Lifestyle
Collaboration
Efficiency
MILLENNIALS
Savvy
Green
Asset light
EXPERIENCE OVER PRODUCTS
“Customer experience
… is a fundamental
dimension of how a
company competes”
Joe Pine
A COLLISION:
THE NEW “MARKETABLE”
HUMAN RELEVANT FAST PERSONAL
THE NEW DEMANDS FOR
THE FIRM
Consumer + Producer
Citizen attitude &
emergence of independent
work
What does
such a Market
demands to firms?
Diminishing...
“hack together products and services, test them,
and improve them […] obsessed with company
culture and talent, with emplo...
HAVE A
SHAPING
STRATEGY
“…an exciting potential is the ability to
change how an entire marketplace
operates and capture mo...
The PLATFORM
is a tool to let the
Firm access the
ecosystem
The boundaries of
the firm overlap with
the boundaries of
the ...
UNDERSTAND THE
POTENTIAL OF
MARKET NETWORKS
Sweet Spot:
social networks (optimizing
relationship management),
marketplaces...
NETWORK
ORCHESTRATORS
a new breed of firms
“Our business model classification and analysis says that
Network Orchestrators outperform companies with other
business m...
"When everyone has the Uber app, every driver is using Uber, and everyone
is connected through Uber, there's going to be n...
FROM INDUSTRIAL TO POST-INDUSTRIAL
FROM INDUSTRIAL TO POST-INDUSTRIAL
FROM INDUSTRIAL TO POST-INDUSTRIAL
Centralized control of resources Leverage on existing resources reuse and
optimization ...
MERGE TECH & DESIGN THINKING:
Integrate Technology and Design to radically rethink UXs reducing the
complexity of what’s p...
Three value producing entities, not just one
Platform The brand (or group) that provides the “enabling infrastructure” and...
Affected/interested/impacted Entities
Stakeholders Entities having a specific interest in:
• Platform success
• Controllin...
3 KEY STEPS
to enabling the
transformation
“[technology ] platforms represent the
ability to generate multiple revenue
streams over the same set of assets
[while] cu...
2. EMBRACE A NEW ORGANIZATION MODEL
PARTICIPATIVE
SELF
MANAGEMENT
EMPLOYEE
WHOLENESS
EVOLUTIVE
MISSION
3. BUILD INNOVATION CAPABILITIES
+ curiosity
+ hacking
experimentation
+
“It will be up to us to ultimately determine how
we use that digital technology.
Will we use it to narrowly squeeze out al...
TWO MORE
THINGS!
Milano – Sharitaly
10° of November
bit.ly/RREXP-MI
Barcelona – OSFest
18° of November
bit.ly/RREXP-BCN
PLATFORM DESIGN
TOOLKIT 1.0
- released in 2013
- evolution of BMCanvas
- tools for platform designers
- open source/open a...
PLATFORM DESIGN
TOOLKIT 2.0
Coming soon
- builds on >2 years of feedbacks
- more complementary tools
- still open source
-...
PDT
STAY TUNED:
www.platformdesigntoolkit.com
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Be On Time with Digital Transformation: build platforms, access ecosystems, transform organizations

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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

Veröffentlicht in: Business
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Be On Time with Digital Transformation: build platforms, access ecosystems, transform organizations

  1. 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. 2. me @meedabyte strategist connector contributor
  3. 3. THE NEW TECHNICALLY POSSIBLE
  4. 4. PERVASIVITY OF NETWORKS
  5. 5. COMPONENTIZATION OF INFRASTRUCTURES (age of Pay As You Go) utility novel
  6. 6. CAPACITY TO MANAGE DATA
  7. 7. OPEN ACCESS TO DESIGN
  8. 8. THE NEW DESIRABLE
  9. 9. URBANIZATION Urban Lifestyle Collaboration Efficiency
  10. 10. MILLENNIALS Savvy Green Asset light
  11. 11. EXPERIENCE OVER PRODUCTS
  12. 12. “Customer experience … is a fundamental dimension of how a company competes” Joe Pine
  13. 13. A COLLISION: THE NEW “MARKETABLE”
  14. 14. HUMAN RELEVANT FAST PERSONAL
  15. 15. THE NEW DEMANDS FOR THE FIRM
  16. 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. 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. 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. 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. 20. UNDERSTAND THE POTENTIAL OF MARKET NETWORKS Sweet Spot: social networks (optimizing relationship management), marketplaces (optimized fortransactions) and support to complex business workflows
  21. 21. NETWORK ORCHESTRATORS a new breed of firms
  22. 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. 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. 24. FROM INDUSTRIAL TO POST-INDUSTRIAL
  25. 25. FROM INDUSTRIAL TO POST-INDUSTRIAL
  26. 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. 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. 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. 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. 30. 3 KEY STEPS to enabling the transformation
  31. 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. 32. 2. EMBRACE A NEW ORGANIZATION MODEL PARTICIPATIVE SELF MANAGEMENT EMPLOYEE WHOLENESS EVOLUTIVE MISSION
  33. 33. 3. BUILD INNOVATION CAPABILITIES
  34. 34. + curiosity
  35. 35. + hacking
  36. 36. experimentation +
  37. 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. 38. TWO MORE THINGS!
  39. 39. Milano – Sharitaly 10° of November bit.ly/RREXP-MI
  40. 40. Barcelona – OSFest 18° of November bit.ly/RREXP-BCN
  41. 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. 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. 43. PDT STAY TUNED: www.platformdesigntoolkit.com

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