Certain products, like the VCR and the microprocessor, are far
more valuable as the center of a network of ancillary items than
they ever could become on their own. Platform Leadership, by
Annabelle Gawer and Michael A. Cusumano, examines how a handful of
firms has maximized this position--or are attempting to do so--and
proposes a framework that other businesses can use to establish
similar game plans. Combining original research with analysis that
draws upon their experiences as profess
內容簡介：
It is the fundamental challenge of the high-tech sector: A
firm must innovate internally to succeed-yet its success may
equally depend on corresponding innovations by external
firms. Whether a company develops a ubiquitous operating system or
the software that runs on it, a VCR or the movies we play on it,
every participant in a high-tech network is vulnerable to the
innovative moves of its partners and competitors.
Yet, in spite of this perilous situation, some firms have
developed strategies that have made them industry powerhouses and
world-class innovators. How? By becoming platform
leaders-companies that provide the technological foundation on
which other products, services, and systems are built. Platform
leadership is the Holy Grail of high-tech industries, but it is
difficult to achieve.
In Platform Leadership, high-tech strategy experts
Annabelle Gawer and Michael A. Cusumano reveal how Intel,
Microsoft, and Cisco, as well as companies including Palm and NTT
DoCoMo, have orchestrated industry innovations to support their
products-and, in the process, established dominant market
positions. Based on these in-depth case studies and on incisive
analysis, the authors present their Four Levers Framework for
designing and implementing a successful platform strategy-or for
improving an existing strategy:
1. Determine the scope of the firm: Is it preferable to
create product complements internally or let the "market" produce
them?
2. Design product technology strategically: What degree
of modularity is appropriate? Should product interfaces be open or
closed? What information should leaders disclose to outside
firms?
3. Shape relationships with external complementors: How
can the company balance competition and collaboration with outside
players?
4. Optimize internal organizational structures: What
processes and systems will allow the company to manage internal and
external conflicts of interest most effectively?
For executives, strategists, and entrepreneurs in many high-tech
arenas, this book shows how firms can orchestrate innovation to
ensure their own competitive futures-and drive the evolution of
their industry.
關於作者：
Annabelle Gawer is Assistant Professor of
Strategy and Management at INSEAD. Michael A. Cusumano is
the Sloan Management Review Professor of Management at the MIT
Sloan School, editor-in-chief and chairman of the board of the
Sloan Management Review, and coauthor of the bestseller
Microsoft Secrets.
目錄：
Contents
Chapter 1 Introduction: Platform Leadership and Complementary
Innovation
Chapter 2 Intel''s Rise to Platform Leadership: The Story
Chapter 3 Intel''s Strategic Principles for Platform Leadership: The
Four Levers
Chapter 4 Platform Leaders and Complementors: How to Manage
Conflicts of Interest
Chapter 5 Alternative Strategies for Platform Leadership: Microsoft
and Cisco
Chapter 6 Platform-Leader Wannabes: Palm, NTT DoCoMo, and
Linux
Chapter 7 Conclusion: The Essence of Platform Leadership
Notes
Index
About the Authors
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