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1、Briefing Paper Platforms and Ecosystems: Enabling the Digital Economy February 2019 World Economic Forum 9193 route de la Capite CH1223 Cologny/Geneva Switzerland Tel.: +41 (0)22 869 1212 Fax: +41 (0)22 786 2744 Email: contactweforum.org www.weforum.org 2019 World Economic Forum. All rights reserved
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6、 this publication. In collaboration with Deloitte Authors: Michael G. Jacobides, London Business School Arun Sundararajan, New York University Marshall Van Alstyne, Boston University 3Platforms and Ecosystems: Enabling the Digital Economy Contents Foreword 5 Executive summary 6 1. The opportunity an
7、d challenge of platforms 8 Marshall Van Alstyne, Boston University A. Changing the nature of the firm 8 B. Predicting change 9 C. Building and opening platforms 9 D. Monetization and revenue 11 2. Designing digital ecosystems 13 Michael G. Jacobides, London Business School A. From designing products
8、, services or organizations, to designing digital ecosystems 13 B. What are digital ecosystems and how can they be leveraged? 14 C. Building new ecosystems: The business challenge 16 D. A guide for navigating a world of digital ecosystems 16 E. From private benefit to public good 17 3. Blurring boun
9、daries: Managing platform trust, responsibility and governance 19 Arun Sundararajan, New York University A. Platform trust: A peek under the hood 19 B. Striking the right balance between institutional and digital trust 20 C. Six governance choices that can make or break a platform 21 4. How digital
10、platforms and ecosystems can reinvigorate publicprivate collaboration 24 Michael G. Jacobides, London Business School Arun Sundararajan, New York University Marshall Van Alstyne, Boston University Appendix: Key lessons in building a digital platform and ecosystem 26 Acknowledgements 27 Endnotes 29 4
11、Platforms and Ecosystems: Enabling the Digital Economy 5Platforms and Ecosystems: Enabling the Digital Economy Foreword The Fourth Industrial Revolution is enabled by new digital and physical technologies with almost limitless applicability and huge implications for the economy and society. New busi
12、ness models are being leveraged not only by emerging organizations but also by traditional entities, which view them as either complementary to wellestablished models or as potential replacements of their core businesses. The subsequent economic disruption has indeed been revolutionary. In a few sho
13、rt years, the ranking of most valuable companies by market capitalization has totally shifted to being dominated by one business model digital platforms and ecosystems. The World Economic Forum has launched the initiative on Digital Platforms and Ecosystems not only because it is a topic on almost e
14、very corporate boards agenda, but also because digital platform models already dominate our daily lives and our experiences as consumers, employees, community members and citizens. Considering the implications of platform and ecosystem models for society, as well as the opportunities and risks they
15、could present in the future, it seems obvious to aim for broad collaboration between the public and private sectors, between corporate giants and startups, and with consumerrights groups and civil society. The topic of digital platforms and ecosystems has been a matter of significant interest at the
16、 World Economic Forum. The objective of this briefing paper is to synthesize some of the key points that have arisen during an ongoing set of discussions over the last year. We are very grateful to the three authors who collaborated on this briefing paper, as these academics professional work and id
17、eas continue to trigger crosscollaboration and actionoriented interaction. We believe the ideas expressed here offer fertile ground for our stakeholders to continue the conversation. Derek OHalloran, Head, Future of Digital Economy and Society, Member of the Executive Committee, World Economic Forum
18、 Jolyon Barker, Global Managing Principal, Clients and Industries, Deloitte 6Platforms and Ecosystems: Enabling the Digital Economy Executive summary Digital platforms are expanding across economies, reshaping the business models of a wide range of industries, from finance and healthcare to media an
19、d retail, while creating fundamentally new divisions of public and private responsibility. The companies driving this trend are diverse and disparate. Some are startups, others are giants of the digital economy. Others, still, are traditional firms that are adapting to a more digital world by adopti
20、ng an active platform and ecosystem strategy. This briefing paper forms part of the World Economic Forum System Initiative on Shaping the Future of Digital Economy and Society, initiated against a backdrop of complexities brought about by digital platforms and ecosystems. Significant changes have co
21、me from diverse angles at the macro and micro levels, affecting commercial and financial models, employment, and societal or regulatory issues. The project examines how digital platforms and ecosystems are created, nurtured, managed and governed, and the intelligence gathered is as critical to the p
22、rivate sector as it is to the public sphere. The first chapter by Boston Universitys Marshall Van Alstyne includes a simple chart showing the striking pace of growth of platformbased companies compared to their established competitors. The stories these companies tell demonstrate the myriad advantag
23、es of digital platforms. Most striking is the model itself, which rejects traditional paths to scale (i.e. selling more and more for less and less) in favour of one that measures success by the number of users in the community. This “network effect” inverts the firm, shifting production from inside
24、the firm to outside. In contrast with 20thcentury industrial giants, companies with platforms do not merely create value themselves, they orchestrate value creation by outside users. In this inverted model, the platform is more important than the product. The platform value appreciates through repea
25、ted and broader use, and it increases with positive feedback, eventually dominating the static or declining value of the product. Because the users are themselves the producers and the company serves as facilitator, the inverted model redefines traditional publicprivate interaction models, while cal
26、ling for an openness that managers raised on traditional competitive dynamics find difficult to grapple with. However, once scale is achieved, the digital ecosystems are extraordinarily powerful. In the second chapter, Michael G. Jacobides of the London Business School examines how the digital platf
27、orm is changing the way companies think about how the end customer and private partners deliver policy objectives. Robust ecosystems comprise many stakeholders, including suppliers and producers from the private sector, customers as innovators, and government and regulatory bodies from the public se
28、ctor. In this interconnected modular digital world, acting alone is too onerous for most companies. Indeed, working collaboratively to complement, adjust and support joint efforts is essential to leveraging digital ecosystems. And tomorrows publicsector goals reflect broader, systemic needs that req
29、uire the variety of skills, assets and expertise that ecosystems offer. Since such variables as geography, the regulatory environment and competition affect the ecosystem strategy, the optimal solution often lies in having multiple ecosystems, each tailored to specific local operating needs. This le
30、vel of complexity has its downside. Digital ecosystems can mimic organic organisms by growing in unpredictable directions, depending on where they find the most nourishment. Containment is necessary through strong frameworks to ensure that the broader societal implications receive appropriate consid
31、eration. The third chapter, by New York Universitys Arun Sundararajan, delves deeper into the shifting landscape of trust and the fundamental redefinition of institutional and societal governance. Never before has the public been asked to place so much confidence in corporations; correspondingly, th
32、e reliance of global trust models on vast streams of unfiltered consumer inputs is also unprecedented. This evolving dynamic is causing a radical redefinition of boundaries between the public and the private, between regulators and the regulated, and between citizens and their governments. In this t
33、ime of transition, reflecting a progression from topdown or vertical trust to horizontal or peertopeer trust, the governance of digital platforms is determined as much by the broader user communities (with some help from artificial intelligence) as it is by overseers. The publicprivate landscape is
34、reshaped radically and, as complexity grows, the policy framework evolves. The blossoming of new opportunity reflects greater societal responsibility for private and digital actors. The chapter highlights six critical choices, from neutrality, oversight and transparency to fairness, data rights and
35、due process, each a central determinant of whether platforms and ecosystems can retain public trust over time. Finally, the fourth chapter considers the recurring theme how digital platforms redefine public and private relationships and responsibilities in a coauthored section by our business school
36、 academics. As digital progress increasingly melds the public and private spheres, platforms and ecosystems bring a dynamic set of complementors from the private sector to engage with the public sector. The existing and emerging fields in which platforms can define and demonstrate the efficacy of th
37、e new publicprivate liaison are numerous. The most promising include managing mobility, providing healthcare, renewing infrastructure, regenerating urban areas and countering 7Platforms and Ecosystems: Enabling the Digital Economy Read the detailed case studies on digital.weforum.org the consequence
38、s of climate change. Such areas of opportunity can be fully leveraged only through strong crosscollaboration aimed at establishing sustainable foundations for all future work in the space of platforms and ecosystems, highlighting once again the importance and urgency of publicprivate partnerships. R
39、ealizing the benefits of these potential partnerships requires a shift in the way the public and private sectors view each other. The chapter concludes with a glimpse at new partnership models (including datadriven delegation) and their implications for both governments and industry. 8Platforms and
40、Ecosystems: Enabling the Digital Economy Markets have existed for millennia, yet properties of platforms seem new. Where product firms, like diamond mines, protect their profits with barriers to entry, platform firms make profits by lubricating the entry of drivers on Lyft and merchant shops on Alib
41、aba. Where product firms best supply chains use justintime inventory, platform firms beat that model selling goods and services whose marginal costs they do not incur. Market boundaries blur and new paths to dominance emerge. Pioneers ranging from Amazon to Lyft and Zillow and from Airbnb to Klckner
42、 and ZBJ are disrupting the retail, healthcare, real estate, banking, lodging and steel industries, and labour markets. Incumbent firms must grapple with predicting change and comprehending network business models in order to shape their own platform strategies. Comprehension and strategy begin with
43、 a new logic. A. Changing the nature of the firm: Inversion Platform firms do not behave like product firms. They innovate faster. They operate with fewer employees, often by an order of magnitude. Many are young yet achieve higher market values than their wellestablished competitors (Figure 1). The
44、se new firms play by new rules that pose challenges to traditional firms that operate by old rules. Platform firms with fewer employees beat incumbents despite having started later. Figure 1: Market values of digital platform firms vs comparable traditional firms, 2018 FirmStart yearEmployees Market
45、 capitalization (billion $) BMW1916131,00051 Uber200916,00076 Marriott1927177,00039 Airbnb200810,00038 Walt Disney1923199,000163 Facebook200435,000473 Source Author The challenge for comprehension is that todays change in organizational form is as significant as the change from trade crafts to indus
46、trial firms a century ago. Both shifts yield vast firms, but 21stcentury monopolies are arising for a different reason opposite that of the late 19th and early 20th centuries. Industrialera firms were driven by supply economies of scale, with high fixed costs and low marginal costs, and could increa
47、se volume and lower prices. This led to dominance in the oil, steel, electricity, railroad and automotive industries. By contrast, internetera firms are driven by demand economies of scale, known as “network effects”, where users create value for users, which attracts more users, which in turn creat
48、es more value, which attracts more users, etc. This has led to dominance in search engines, social networks, operating systems, ecommerce and mobile technology. It will lead to dominance in architecture, the automotive industry, finance, healthcare, industrial internet and in numerous industries in
49、the future. How does an executive know which industries will transform and how to respond? The answer lies in understanding the “inverted firm”, a prizewinning idea that explains the transformation and process for managing it.1 Network effects cause firms to “invert” shifting production from inside the firm to outside it. Network effects cannot scale inside as easily as outside. There are simply more customers than employees. If users are to create value for other users, then they must be aided and rewarded