In my previous blog I explained why it is important for any organisation to think about its ecosystem and develop a platform strategies. I’ve dived deeper into the two main platform strategies. Developing a strategy is one thing, at least as challenging it is, to implement it and secure one’s position in the platform business of the future.
Ensuring your business a flourishing future: how to and what's the role of platforms and ecosystems in this journey?
If you ask yourself why companies like Google, Amazon and Apple are so successful, it is because they were the first to understand about platform strategies and how to best implement them.
The energy sector has faced a major transformation in recent years. The liberalization of the energy sector ensured that energy supply was no longer possible in the traditional “push strategy.” The customer became the center of attention, as customer churn became a common concept within the sector. From now on, an individual could actively choose an energy supplier, something that was impossible before. In their choice, customers were initially often led by favorable pricing. In a later phase, green energy made its appearance and became a decision factor just as valuable as price. In order to tackle these changes, suppliers started recruiting complementary profiles in other sectors that experienced a similar transformation. These recruits came mostly from the financial and telecom world to embrace a more customer centric approach within the organizations.
Innovation … A word used and misused so often that we can safely speak of a cliché. We hear and read success stories on Twitter and LinkedIn, and various hip events around innovation compete for the most attention. At the same time, we also hear stories from behind the scenes of companies that want to innovate. And those stories turn out to be a lot less rosy than is sometimes portrayed. To separate facts from fiction around the theme of innovation, we started talking to a number of companies about their challenges. We spoke to people from 14 organisations, spread across 5 sectors, and were able to test 10 assumptions.