Platforms & Ecosystems
Leveraging Subscriptions and Marketplaces for Platform Success
Barry Libert, CEO of AIMatters, describes how subscription models and a platform-first mindset can help organizations define valuable new offerings for customers.
Business Models
Latest
Business Models
The Best of This Week
New research on retail profitability, the promise of platform-based business models, and retraining employees to meet revised strategic priorities.
The MIT SMR Editors
Business Models
How to Win at the Platform Game
There’s power in integrating subscription-based software, platform marketplaces, and machine learning.
Barry D. Libert
Platforms & Ecosystems
Interactive: The Workforce Ecosystem Perspective
Use this dashboard to benchmark your organization’s readiness to adopt a workforce ecosystem approach.
Business Models
The Best of This Week
Assessing effective frameworks, managing the risks of digital personas, and benefiting at work from volunteerism.
The MIT SMR Editors
Business Models
What Makes Successful Frameworks Rise Above the Rest
Seven evaluation criteria leaders can use to assess and strengthen the business frameworks they create.
David Gray
Platforms & Ecosystems
Workforce Ecosystems
Our new report, “Workforce Ecosystems: A New Strategic Approach to the Future of Work,” describes how many organizations are recognizing that workforce ecosystems offer a productive approach to strategic workforce management.
Elizabeth J. Altman, Jeff Schwartz, David Kiron, Robin Jones, and Diana Kearns-Manolatos
Platforms & Ecosystems
Our Guide to the Spring 2021 Issue
In our new spring issue: platform-based ecosystems, blockchain, data failures, and misbehaving leaders.
MIT Sloan Management Review
Platforms & Ecosystems
Platform Scaling, Fast and Slow
Conventional thinking says platforms must scale fast, but that can be unwise in the face of regulatory risk.
Max Büge and Pinar Ozcan
Platforms & Ecosystems
How Healthy Is Your Business Ecosystem?
Use these metrics and red-flag indicators to boost your chances of business ecosystem success.
Ulrich Pidun, Martin Reeves, and Edzard Wesselink
Sustainability
The Four Fatal Mistakes Holding Back Circular Business Models
Incumbent manufacturing companies face four key challenges as they shift to circular business models.
Johan Frishammar and Vinit Parida
Content sponsored by Tata Consultancy Services
Creating Collaborative Ecosystems to Transform Customer Experience
Two thought leaders discuss building strong banking, financial services, and insurance ecosystems.
Renée Richardson Gosline and K. Krithivasan
Business Models
The Key to Growing Human-Centered Businesses
There are key steps company leaders can take to instill and manage a human-centered culture.
Ashley Bittner and Brigette Lau
IT Governance & Leadership
How Should the Biden Administration Approach Tech Regulation? With Great Care.
The incoming U.S. president should resist overreaching and adopt a tempered approach to tech industry oversight.
Larry Downes
Developing Strategy
The Essence of Strategy Is Now How to Change
When environments are complex and dynamic, strategy is about adaptability.
B. Tom Hunsaker and Jonathan Knowles
Organizational Transformation
The New Elements of Digital Transformation
The competitive advantages offered by digital technology have evolved. Here’s how to capture them.
Didier Bonnet and George Westerman
Platforms & Ecosystems
The Rising Risk of Platform Regulation
Platform companies should act quickly to temper regulation that erodes network effects.
D. Daniel Sokol and Marshall Van Alstyne
Executing Strategy
How Would-Be Category Kings Become Commoners
“Category kings” make three common but avoidable mistakes that open the door to competitors.
Rory McDonald and Keith Krach
Business Models
Disrupt Your Own Business First
Developing truly innovative strategy requires workshopping your own company’s disruption.
Ian C. Woodward, V. “Paddy" Padmanabhan, Sameer Hasija, and Ram Charan
Developing Strategy
Plotting Strategy in a Dynamic World
A framework for sensing the unexpected, organizing in response, capturing value, and renewing capabilities.
David J. Teece, Paul G. Raspin, and David R. Cox
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