IMPORTANT INFORMATION. This ppt has been amended. I uploaded a version lacking the last two slides: a business model I was working on and the bibliography. In this version (amended) the bibliography has been added. Apologies. A presentation over the characteristics and opportunities accruing from the platform thinking. Open Innovation is a chatchy word that rised a lot of interest as well as critiques (especially in Europe). The innovation porcess has allways been open and the sociotechnical progesses observed over the last century just show that. On the other hand, my inpression is that under this term there is a lot going on. Platform thinking is one of these phenomena.

1. How to foster cooperative innovation and creativity

2.  Platforms are inclusive places (physical or
virtual) where different actors
(firms, users, customers, suppliers, etc.) can
interact, communicate, co-create and share
…
 A successful platform is able to
1. Attract (pull in customers and users)
2. Facilitate the exchange (flows) of
information
3. Foster transactions and co-creation of value

3. PIPES
PLATFORMS
 Value is created
upstream
 Value is co-created
on the spot
 Customer are
acquired
 Users can become
customers
 Products are
designed to met
specifications
 Products emerge
through interaction
 Value is given by
consumption
 Value is appreciated
by interaction

4.  “Companies might consider a managed process of
idea generation that rewards risk taking and
effectively harvests entrepreneurial ideas.”
(Accenture 2013)
 Today, there’s a glut of highly trained but
underemployed scientists. Let’s harness their
idealistic passion before they turn grey, using social
networks and data sharing to create an
open, interactive, dynamic model of basic life
sciences research. (Ethan Perlstein)
 It's always a tremendous opportunity for us to tap into
our fan's passion, creativity and their own
interpretation of "Peace, Love and Ice Cream.” (Ben
& Jerry's – Do the Flavor a Favor competition)

5.  The Johnny Cash
Project is a global
collective art project
[…] we invite you to
share your vision of
Johnny Cash, as he
lives on in your mind’s
eye. Working with a
single image as a
template, and using a
custom drawing
tool, you’ll create a
unique and personal
portrait of Johnny.
 http://www.thejohnnycashproject
.com

6.  is a mission-driven biotech company that
will develop a scalable evolutionary drug
discovery platform for rare/orphan
diseases

7.  The crowdsourcing approach is more
powerful than traditional market research

8.  A MOOC is not a thing, it is a strategy
 New business model in the higher education
industry? Not only
 “Moocification” of learning and customer
experience
 Bank of America: provides mooc on personal
finance to its customers
 Georgia tech has its own mooc on Udacity

9.  moocStarter is an on
demand MOOCs
creation service. The
objective is to produce
the most voted in
MOOCs in the world.
1.
Any user is able to
propose a MOOC
2.
digiSchool staff select
the most promising
MOOCs
 A teacher from an
American or any other
university in the world
teaches the course that
you can follow at
home, for free
3.
Community members
vote for the MOOCs
they like
4.
moocStarter
produces the most
popular MOOCs by
finding a teacher and
a school/university.

10. In thisppt I havebeen inaccurate, and
thisapologyisforSangeetChoudary .
Bibliography
Accenture Management Consulting (2013) “Corporate Innovation Is Within Reach:
Nurturing and Enabling an Entrepreneurial Culture”, downloadable from Accenture
website
Bianchi M. (ed (2007) “Evolution of Consumption: Theories and Practices”, Bingley, U.K.
: Emerald
Bianchi M. (ed.) (1998) “The Active Consumer Novelty and Surprise in Consumer
Choice”, London: Routledge
Choudary (2013) “Why Business Models Fail: Pipes vs. Platforms” Wired
http://www.wired.com/insights/2013/10/why-business-models-fail-pipes-vs-platforms/
Bonchekand Choudary (2013) “Three elements of a Successful Platform Strategy”, HBR
blog (blogs.hbr.org/2013/01/three-elements-of-a-successful-platform/CachedShare)
Evans, Hagiu, Schmalensee (2006) “Invisible Engines How Software Platforms Drive
Innovation and Transform Industries” The MIT Press
Cambridge, Massachusetts, London, England
Dayport, Sviokla (1995) “Exploiting the Virtual Value Chain” Harvard Business Review
1995 (november-december), pp. 75-85
Shapiro and Varian (1999) “The Standard War”, California ManegementReview , Vol. 41.
No 2