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Don’t Get Ubered: What Every Strategist Needs to Know About Digital Competition !
Annabelle Gawer, PhD Surrey Center for the Digital Economy
Bryan Kirschner Apigee Institute
@AnnabelleGawer @bryan_kirschner
The views expressed in this presentation are those of the presenter, and not necessarily those of Apigee Corporation or the presenter’s employer.
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Strategist
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Strategist
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Change Agent
Steps
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Steps
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Goal
Let’s talk about “revolutions…”
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Innovation
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Innovation
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Changes the Game
Cyber-Physical Age
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2005-12-07 15:54 LucaDetomi 300×289×8 (22714 bytes) {{GFDL}} Primo microprocessore Intel, l'[[Intel 4004]].
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2005-12-07 15:54 LucaDetomi 300×289×8 (22714 bytes) {{GFDL}} Primo microprocessore Intel, l'[[Intel 4004]].
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Shodan
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Shodan
Change the Rules for Technology
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Change the Rules for Technology
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Change the Business Model
Age of the Platform
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Digital Platforms Competition and Innovation in the Platform Economy
Prof. Annabelle Gawer
I ♥ APIs London, 2 March 2016
▪ Introduction: Why do platforms matter? ▪ Platform Fundamentals – - What are Platforms / How Platforms Create Value • - Network Effects / Platform Business Models ▪ Results from the Global Platform Survey ▪ The European Platform Observatory ▪ Discussion + Q&A
Agenda
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Some of my publications on (mostly digital) platforms
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Agenda
Technological Platforms
A Gawer’s Platform Research
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Platform strategies “Platform Leadership”
• Platform Leadership (HBR 2002)
• The Elements of Platform Leadership (SMR 2002)
• How companies become platform leaders (SMR 2008)
Platform competition (economics and strategy) • Platform owner entry and innovation in complementary markets (JEMS
2007)
Platform governance (organization theory) • The organization of technological platforms (RSO 2010) • Institutional work as logics shift: The case of Intel’s transformation to platform leader
(Org Studies 2013) • Innovation Policy within Private Collectives (Technovation, 2013)
Platform evolution (management & organization theory) • Modelization, graph
theory • Ecosystem governance • Platform boundaries • Platform business
models
Conceptual clarification, leadership role in platform research • Platforms, Markets and Innovation (2009) • Bridging differing perspectives on technological platforms (Research Policy 2014, 6000 downloads, “best paper”
AOM 2014) • Encyclopedia & Handbook chapters • Conference and symposia organizer / international reputation • Keynote speaker
Platform innovation (innovation studies) • Industry architectures as determinant of successful platform
strategies (EMR 2009) • Industry platforms and ecosystem innovation (JPIM 2013)
Intro Why do platforms matter
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#Most unicorns are platforms#
70%
30%
Platforms
Non Platforms
Global Unicorns = 115
Source: P. Evans, CGE; CB Insights, Capital IQ, CrunchBase, 2015
Platform = 80 of 115 companies, $300B valuation
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Netflix has over 70 million members in over 190 countries. Users watch more than 125 million hours of TV shows and movies per day.
Sources: About Airbnb at: https://www.airbnb.com/about/about-us; Netflix at: https://media.netflix.com/en/press-releases/netflix-is-now-available-around-the-world; About LinedIn at: https://press.linkedin.com/about-linkedin; https://support.google.com/googleplay/answer/2843119?hl=en
Airbnb provides accommodation listings in more than 34,000 cities and 190 countries. There are over 2 million listings world-wide; Paris alone has more than 28,000 listings.
LinkedIn has over 400 million members in over 200 countries. Over 70 percent of users are outside the US. Over 100 million unique users access LlinkedIn each month.
Google Play apps and digital content: Over 1.6 million Android apps are available in 136 countries world wide; Google Play movies available 105 countries; books available in 75 countries; music available in 62 countries.
Platforms provide basis for rapid global scale The New Multinationals
Google play’s platform services Apps, movies, books, music
No. of Services 4 services 3 services 2 services 1 service No service
Russia
Source: Google Play country availability: https://support.google.com/googleplay/answer/2843119?hl=en-GB
Google play’s platform services Apps, movies, books, music
No. of Services 4 services 3 services 2 services 1 service No service
Russia
Source: Google Play country availability: https://support.google.com/googleplay/answer/2843119?hl=en-GB
Platform Fundamentals What are platforms How platforms create value
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Platforms as Multi-Sided Markets with Network Effects
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Innovation Platforms
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Innovation platforms are technologies that facilitate the development of complementary innovation in innovation ecosystems (Gawer & Cusumano, 2002; Gawer, 2009)
• Economies of scope in innovation • Sharing IP and tools to connect (APIs) • Reduced search cost of
complementary innovators • Reducing barriers to entry for
complementors in complementary innovation
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The API Economy Google creates APIs to extend search and analytics beyond their own services
www.imperial.ac.uk/business-school Option 1 43
Service Data
Consumes
Produces
Improves experience
Many free services
One data set and common semantic
The more context the more efficient
and the more value
Virtuous Feedback Loops in Digital Platforms
Internet Service Provider
Value enriched Data generates revenue
Example: Search/Information Mgmt : #
Rated auction/Selling:
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User
BI Based Revenue Models (eg Advertisement)
Core Semantic
Data Set Mindmap
Dating Bars
Amazon market-place
Transactional
Air BnB
UBER
ARM
Intel micro-processor
The platform serves as an intermediary for direct exchange or transactions, subject to network effects
Innovation
The platform serves as a technological foundation on top of which other firms develop complementary innovations
Facebook for Developers
Apple iOS Apple App Store
Google Android
Facebook SAP NetWeaver
Innovation Platforms
MSPs
Match.com Google Play
Apple
AUTOSAR Qualcomm
PLATFORMS
Results from the Platform Survey
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Companies Pla-orm ecosystem
Hierarchal Organiza7on + Physical Assets*
Asset Heavy Daimler Moovel Johnson Controls Panop7x GE Predix Samsung Tizen
Asset Light Google Google Play Uber Uber app Airbnb Airbnb app Priceline Booking.com
Structure
* Includes HQ, other rooOops, retail outlets, manufacturing plants, service shops, etc.
Pla-orm
Mixed Apple App store Amazon App store
Enterprise type
Examples
Reshaping enterprise structure#
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64 / $3,123B 27 / $181B 82 / $930B
Global unicorn platform startups Europe is lagging
N. America Europe Asia
Source Global Platform Database 2016 Platform companies with a market value of US$1b or more on Dec 1, 2015
Global unicorn platform startups by city
Source: P. Evans, CGE, CB Insights, Capital IQ and CrunchBase, 2015.
European Platform Landscape
Source: Global Platform Survey, Center for Global Enterprise, 2016
Concentration in “Beer Drinking” Countries, Some in “Vodka Dinking”, none in “Wine Drinking” Countries
Country City
What is needed to support platform growth in Europe?
- Reliable and complete data on platforms: To inform businesses and governments - Critical mass of knowledgeable actors
- Knowledge + Experience networks, and shared expertise around platforms - Executive training for managers:
- Platform strategies - Platform business models - How to develop innovative ecosystems
- Please share your ideas !
The European Observatory of the Platform Economy
Thank you