Elements of Platform Leadership Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

Nowhere is the growing interconnectedness of the business more clearly than in the technology industry, where the success of the innovation of any company depends on the activity of a complex network of partners. Michael Cusumano from the Sloan School and Annabelle Gawer from INSEAD offers a new framework for understanding what is happening, and how to interact. Based on its in-depth research at Intel, a company that excels in shaping their environment, the authors show how organizations can maximize innovation. First, they say, companies must decide if they are a platform leaders (companies that control the industry innovations for developing system individually designed pieces), imitators (companies that want to be leaders of the platform), or complement (the companies that make auxiliary products to expand the market platform). Managers have two main tasks: coordinating internal departments that play one or more of these roles and to interact effectively with outsiders playing the same role at different times. The authors outline the four levers management platform (including productive ways of working with complementary and techniques to create a good internal organization) and offer practical advice complementors as well. They provide guidance on when to show their cards to competitors, and when to hold them. As the experiences of Intel, Microsoft, Cisco, NTT DoCoMo, and others show, the platform leaders must have a vision that goes beyond their current business operations and technical characteristics of a product or a component. Complementors play an important role, but it is a platform leaders, and their solutions, which have the greatest impact on innovation, which create additional manufacturers -., A future of the industry "Hide
by Michael A. Cusumano, Annabelle Gawer Source: MIT Sloan Management Review 10 pages. Publication Date: April 1, 2002. Prod. #: SMR079-PDF-ENG