Why this Course?
This course has been inspired by the work being done with respect to platform strategy and creating shared value.
I believe that these two topics if fully understood can change the ways corporations do business and how society views capitalism and big business. By harnessing the power of these two disruptive ideas, it is possible to uplift humanity and reduce inequality. The two emergent ideas are more relevant to the world more than ever as they emphasize on scaling best practices for doing business with one another in a profitable yet responsible way.
Business executives across the world realize that not empowering their current and potential customers is the biggest business risk of them all. It is refreshing to hear business executives talking about doing business responsibly and using this newfound honour to create value that is mutually beneficial to the communities they operate in and their companies.
It is no longer enough to simply deliver value to shareholders at the expense of employees, the environment and every other actor. The time when business took an “Us and Them” position is over, in order to solve the wicked problems bedevelling our planet we have to be united and use all our resources to contibute to lasting solutions.
Time and again, business has proven to be the best at creating value. Now is the time to harness the value creation power of corporations to change the world for the better.
Increasingly investors, consumers and employees are calling on corporations to offer innovative and scalable solutions to the world’s most pressing challenges in a way that delivers societal value and contributes to the bottom line. So how does that happen? What’s the difference between CSR activities and shared value? What conditions are needed for shared value activities to thrive? How can the ethos of shared value be optimized by platforms? How do we measure success?
What does the course offer?
Platform Strategy for Creating Shared Value offers an overview of the platform strategy driven shared value concept and provides a discussion forum and activities that will give you the knowledge and tools needed to:
- Define platform businesses and predict where in your industry they might arise.
- Check if your business is a platform or not.
- Understand the basics of platform architecture, purpose, and design for optimal value exchange.
- Learn how platforms are defining new innovative pricing models.
- Design free pricing strategies that are profitable.
- Address transition barriers that firms face in trying to organize themselves as platforms.
- Anticipate mental model misconceptions from using a product perspective.
- Develop strategies for launching new platforms when critical mass is important.
- Learn how to open a business model for scalability.
- Recognize and compete in winner-take-all markets.
- Predict unexpected sources of competition.
- Identify how shared value initiatives fit into your company’s existing societal engagement activities.
- Recognize the right opportunity to leverage a company’s assets and capabilities to both solve societal challenges and promote growth.
- Rethink partnership opportunities to advance shared value.
- Learn from corporations who are successfully transitioning into shared value platforms.
This course is designed for practitioners across business units who have varied levels of knowledge or who are new to the idea of Creating Shared Value. Participants are encouraged to come with questions and a willingness to engage in interactive discussions.
Platform Business Models:
According to Sangeet Paul Choudary The platform business model enables interactions between producers and consumers of value. It achieves this goal through two mechanisms. First, a platform provides a plug-and-play infrastructure which encourages open participation by an external ecosystem of producers and consumers. Second, it lays out the rules of governance for the interactions that ensue. The platform stack is a tool to help understand the various architectural elements constituting a platform business model and to identify the unique factors that determine success for each platform. This slide deck lays out a narrative for understanding recent competition among digital players using the platform stack.
Creating Shared Value (CSV)
As stated above, the course is a compilation of ideas emanating from Platform Business Strategy and Creating Shared Value philosophy.
Valuable information on platform business models wasalso found on Applico’s website.
Dr Murat Uenlue was also a fountain of knowledge with regards to platform business models, through his ebooks and website, I was able to learn a lot.
Credit for Creating Shared Value business philosophy goes to:
- FSG, a mission-driven consulting firm for leaders in search of large-scale, lasting social change.
- The Harvard Business School’s Institute for Strategy u0026amp; Competitiveness
- The Shared Value Iniative – a global community of leaders who find business opportunities in addressing societal challenges.
- Michael Porter is the founder of the modern strategy field and one of the world’s most influential thinkers on management and competitiveness. The author of 19 books and over 130 articles, he is the Bishop William Lawrence University Professor at Harvard Business School and the director of the school’s Institute for Strategy and Competitiveness, which was founded in 2001 to further his work and research.
- Mark Kramer is co-founder and Managing Director of FSG, a nonprofit consulting firm established in 2000 and specializing in strategy, evaluation, and research. As the primary overseer of FSG‘s consulting practice, he helps drive the vision and growth of the firm and leads engagements across all of FSG’s impact areas, with a particular focus on shared value. A prolific author, Mr. Kramer’s work is featured regularly in major publications, and he is a frequent speaker around the world on topics in catalytic philanthropy, collective impact, creating shared value for corporations, new approaches to evaluation, impact investing, and social entrepreneurship. He is the co-author of four Harvard Business Review articles with Professor Michael E. Porter of Harvard Business School.
- iPropeller Open Innovation whose mission is propelling business innovation aimed at creating economic and societal value