Development Of Platform Ecosystems
The strengthening of the platform economy will materialize through the platform business and the new added value created by platforms.
Described below is a framework for the creation of platform ecosystems, a short guide that allows platform actors to focus joint development efforts on the maximizing points of customer value in each selected theme. The Framework is a suitable tool for outlining roadmap-related and evolving ecosystems. At the same time, it helps individual actors and groups of actors to perceive an ecosystem and / or platform solutions that are appropriate to their field of activity.
The design and potential assessment of the platform business and ecosystems is based on an overall assessment of the selected thematic area. There is a need to consider the current state of the chosen theme, trends, speed and direction of change, threats, opportunities, and value creation mechanisms. Identifiable changes that meet and / or test the thematic area create a revolution that challenges its foundations, which typically opens up new opportunities for the development of new business models. Thus, the focus is on reflecting the key drivers of change in the thematic area (eg sustainable development trends, welfare trends, urbanization, lifelong learning needs or the rise of the by-products economy). Why is development moving in an identified direction? At what timeframe is the change expected to begin to affect the behavior and choices of customer groups operating in the thematic area?
In the framework set by key trends and drivers of change, attention can next be shifted to customer value creation models and consideration of the nature of demand. The following general framework for the development of substrate ecosystems, as described below, has identified five closely related customer categories:
In the framework set by key trends and drivers of change, attention can next be shifted to customer value creation models and consideration of the nature of demand. The following general framework for the development of substrate ecosystems, as described below, has identified five closely related customer categories:
- end users, consumers
- key expert groups
- companies, technology suppliers, service providers
- development companies, researchers, institutions
- public sector actors
Actors in each category inevitably approach the theme under consideration from their own point of view, maximizing their own value creation (e.g., service needs, optimization requirements, development of new production models, environmental responsibilities, price optimization, or procurement optimization). Therefore, the set of platform ecosystem developers needs to have a broad understanding of the expectations and visions of all groups about future service needs.
Once the criteria for maximizing customer value are in place, it is time to start looking for alternative models for developing the platform ecosystem. Let us move on to consider the core mission of the ecosystem, partnership models, organization and the suitability of possible business models (Annex 2 describes seven alternative game strategies to support platform business thinking) to the opportunities opened up by changing reality. Typically, a complementary group of experts in different fields is involved in this reflection, thus ensuring the cross-cutting nature of the selected models and the horizontal links to other themes, ecosystems and networks of experts.
Once the models of ecosystem cooperation have become clearer, it is time to consider what combinations of know-how and factors of production will make the model most effective and productive. Platform ecosystem developers make choices about appropriate key technology solutions (e.g., the use of blockchains and artificial intelligence, 5G telecommunication network or cloud solutions) and the technical enablers that support platform functionalities (e.g., service architecture or optimization of boundary resources). At the same time, it must be decided what kind of data materials, resources and flows will be combined to support the whole. On a thematic basis, the optimal combinations of real-world and digital resources must also be considered (eg the use of transport infrastructure as an enabler of digital solutions).
After this, alternative substrate models can be designed at the center of the substrate ecosystem. It is usually easy to imagine multiple platform solutions in the same context or for a selected theme area. The number varies from one to several. It is worth doing this and at the same time outlining the competitive situation of your own platform solution and ecosystem, as well as the coverage of the cooperation network as the implementer of the overall solution.
Right from the start, it’s worth assuming that the platform business is like creating a living organism. When a platform succeeds, the business it conducts and the surrounding ecosystem are in constant interaction with its environment. The chassis business is thus in constant motion and the movement speaks of its vitality. Stagnation easily leads to customers and actors involved in the ecosystem starting to seek out new business environments that threaten vitality.
Once the criteria for maximizing customer value are in place, it is time to start looking for alternative models for developing the platform ecosystem. Let us move on to consider the core mission of the ecosystem, partnership models, organization and the suitability of possible business models (Annex 2 describes seven alternative game strategies to support platform business thinking) to the opportunities opened up by changing reality. Typically, a complementary group of experts in different fields is involved in this reflection, thus ensuring the cross-cutting nature of the selected models and the horizontal links to other themes, ecosystems and networks of experts.
Once the models of ecosystem cooperation have become clearer, it is time to consider what combinations of know-how and factors of production will make the model most effective and productive. Platform ecosystem developers make choices about appropriate key technology solutions (e.g., the use of blockchains and artificial intelligence, 5G telecommunication network or cloud solutions) and the technical enablers that support platform functionalities (e.g., service architecture or optimization of boundary resources). At the same time, it must be decided what kind of data materials, resources and flows will be combined to support the whole. On a thematic basis, the optimal combinations of real-world and digital resources must also be considered (eg the use of transport infrastructure as an enabler of digital solutions).
After this, alternative substrate models can be designed at the center of the substrate ecosystem. It is usually easy to imagine multiple platform solutions in the same context or for a selected theme area. The number varies from one to several. It is worth doing this and at the same time outlining the competitive situation of your own platform solution and ecosystem, as well as the coverage of the cooperation network as the implementer of the overall solution.
Right from the start, it’s worth assuming that the platform business is like creating a living organism. When a platform succeeds, the business it conducts and the surrounding ecosystem are in constant interaction with its environment. The chassis business is thus in constant motion and the movement speaks of its vitality. Stagnation easily leads to customers and actors involved in the ecosystem starting to seek out new business environments that threaten vitality.
The platform economy is characterized by challenging business models of traditional industry silos. While thematic platform ecosystem descriptions are useful for delineationing within a chosen theme, ecosystem actors should assess the links between different themes and identify possible combinations of them to scale the platform business.
