(90 minutes) of PLATFORM
DESIGN WORKSHOP
SIMONE CICERO @meedabyte #PDToolkit
CHIARA AGAMENNONE @Chia_Aga
A BIT OF
HISTORY
Launched in 2013 in
Barcelona Design Week
Platform Design Canvas: a
derivative of Business
Model Canvas plus a
Motivation Matrix
Mission: help designers design
multi sided business models,
identify value flows and design
channels accordingly
The PD Canvas to map the
whole of a multi sided platform
model
The motivation matrix to
look into motivations to
participate
PLATFORM DESIGN TOOLKIT - BORN IN 2013 TO HELP DESIGNERS
THE CORE IDEA
BEHIND #PDTOOLKIT
Finally the digitally
transformed
economy is moving
towards a
post-industrial age
Firms are less about
organizing production
but more into organizing
interaction
PLATFORM DESIGN TOOLKIT - MOVING TO POST INDUSTRIAL BUSINESS DESIGN
THE PLATFORM
DESIGN TOOLKIT 2.0
1.
2.
3.
4.
A revision of the type and set of key ecosystem entities
A bigger set of canvases
5 Essential, 1 Advanced
A Step by Step Guidelines
A White Paper
PLATFORM DESIGN TOOLKIT 2.0: FULL FLEDGED, OPEN, ACCESSIBLE CONTENT
OBJECTIVES
OF OUR
WORKSHOP
TODAY
• Learn that the PDT exist, its
basics and understand it can
give you insights
• Get familiar with the tools
and the main concepts behind
them
TODAY’S WORKSHOP
PLATFORMS?
A NEW ENVIRONMENT
“business models that allow
multiple sides (producers and
consumers) to interact [...] by
providing an infrastructure that
connects them”
Sangeet Choudary
WHAT IS A PLATFORM?
“a governance structure [...] that
determines who can participate, what
roles they might play, how they might
interact and how disputes get resolved”
and “an additional set of protocols or
standards [...] to facilitate connection,
coordination, and collaboration”.
John Hagel III
WHAT IS A PLATFORM?
A FEW
DEFINITIONS
BEFORE WE
START
•PLATFORM: a tool that an organization
builds to make it easier for the
ECOSYSTEM to join to the value creation
process
•PEERS: entities from the ecosystem
carrying a specific interest/objective - they
can be PRODUCERS and CONSUMERS of
value can be people, companies (…things,
robots)
BEFORE WE START
PLATFORMS ARE TOOLS THAT EXTEND A FIRM OR ORGANIZATION REACH INTO AN ECOSYSTEM
Platform
Owners
Stakeholders
Partners
Peer
Producers
Peer
Consumers
players who owns
the vision behind the
realization of the
market and ensure
that the platform
exists
entities that have a
specific interest in
platform success or
failure, in controlling
platform
externalities and
outcomes
professional entities
that seek to create
additional
professional value
and to collaborate
with platform owners
with a stronger
relationship
entities interested
in providing value
on the supply side
of the
ecosystem/marketp
lace, seeking for a
better performance
entities interested in
consuming, utilizing,
accessing the value
that the is created
through and on the
platform
IMPACT
SUPPLY
DEMAND
ROLES IN A PLATFORM
MAPPING
ROLES
Used to map all actors in an
ecosystem and what role
they play in it
THE ESSENTIAL TOOLS
UNDERSTANDING
MOTIVATIONS
Used to dig deep into the
motivation that push
entities in the ecosystem to
participate: tracks the
advantages in participating
(needs met, opportunities
provided, positive
outcomes) and what each
entity can “give to” others
THE ESSENTIAL TOOLS
TRANSACTION
BOARD
Used to make a list of the
transactions that happen
on the platform, including
the involved parties, the
value exchanged, the
channel where the
transaction happens.
Also helps logically connect
different related
transactions with other
ones
THE ESSENTIAL TOOLS
EXCHANGES
Peers and Partners in the
platform should be able to
exchange value in peer to
peer. Multiple, coordinated
transaction-exchanges make
up more complex experiences:
here’s where design is key
TWO MACRO TRANSACTION TYPES, EXCHANGES AND SERVICES
CHANNELS &
CONTEXTS
Channels and contexts allow
exchanges to happen inside
the platform with negligible
friction. They are key to allow
value creation: the platform
should actively create and
improve them all the time
TWO MACRO TRANSACTION TYPES
EXPERIENCE
LEARNING
CANVAS
Used to map out the
performance improvement
trajectory of the
participants through the
three essential
evolutionary phases, also
lets you map the services
that support each of these
evolution moments
THE ESSENTIAL TOOLS
(SUPPORT)
SERVICES
Support services
(empowering and enabling)
must be provided by the
platform to support producing
participant’s (peers and
partners) continuous
performance improvement
(through learning)
TWO MACRO TRANSACTION TYPES
LEARNING
Continuous performance
improvement is key: the most
successful platforms help
consumers become producers
and producers become
partner
TWO MACRO TRANSACTION TYPES
(CENTRALIZED)
SERVICES
In many cases platforms
provide “complementary”,
traditionally organized
(industrialized), services for
peer consumers
They complement the value
exchanged; they represent
strong single user utility
TWO MACRO TRANSACTION TYPES
SKETCHING THE
PLATFORM
OVERVIEW
Used to map the overall
platform’s dynamics,
important resources and
enabling and empowering
potential - helps
understand if the platform
is doing its job of sustaining
the ecosystem in value
production with enabling
and empowering services
that the platform should
provide
THE ESSENTIAL TOOLS
SKETCHING THE
PLATFORM
OVERVIEW
Used to map the overall
platform’s dynamics,
important resources and
enabling and empowering
potential - helps
understand if the platform
is doing its job of sustaining
the ecosystem in value
production with enabling
and empowering services
that the platform should
provide
THE ESSENTIAL TOOLS
SKETCHING THE
PLATFORM
OVERVIEW
Used to map the overall
platform’s dynamics,
important resources and
enabling and empowering
potential - helps
understand if the platform
is doing its job of sustaining
the ecosystem in value
production with enabling
and empowering services
that the platform should
provide
THE ESSENTIAL TOOLS
Choose your project!
CHOOSE
YOUR
MARKET
BEFORE WE
START
•Group agrees on a
participant’s project (let’s help!)
•A fictional one (take a market
opportunity if you don’t have a
platform idea yet)
•A well known platform as an
exercise
BEFORE WE START
ROLES IN
YOUR
REFERENCE
MARKET
What roles do PEERS play (or could play)
in your reference market? Do they
produce value or consume it?
Pick three/four most important roles
(without them the platform doesn’t make
sense anymore). Choose at least one
consuming value and one producing value.
FIND ROLES IN THE MARKET – MAP YOUR ECOSYSTEM
ROLES IN
YOUR
REFERENCE
MARKET
EXAMPLES:
• Airbnb: hosts (producers) and guests
(consumers)
• Apple mobile ecosystem: developers
(producers) and users (consumers)
• GYMMY: sport practitioners (consumers)
+ trainers and space owners (producers)
FIND ROLES IN THE MARKET – MAP YOUR ECOSYSTEM
ROLES IN
YOUR
REFERENCE
MARKET
Are there producers that look for being
strategically linked with the Platform? Are
they looking for
professionalization/improving
performance? In that case we won’t call it
just producing peers but … Partners.
This could be the case of:
- Professional peers
- Non professional peers that, within time,
professionalize thanks to the Platform
WHAT ARE THE PARTNERS? – MAP YOUR ECOSYSTEM
ROLES IN
YOUR
REFERENCE
MARKET
EXAMPLES:
•Airbnb: super-hosts (hosts that
professionalize thanks to the platform)
•Apple: agencies are partners more than
simple producers (like a non-professional
developer making one app could be)
•GYMMY : a professional trainer vs
amateur trainer, owners of a gym
FIND ROLES IN THE MARKET – MAP YOUR ECOSYSTEM
NOW WRITE
ROLES HERE!
ROLE 1
ROLE 1
ROLE 2
ROLE 3
ROLE 2
ROLE 3
TICK THE
TYPE!
ROLE 1
ROLE 1
ROLE 2
ROLE 3
ROLE 2
ROLE 3
INCENTIVES
AND
“GIVETOs”
• What would motivate entities to join the
ecosystem instead of acting outside of it?
(intrinsic motivation, put it in the diagonal)
• What can each of them “give to” others?
(not necessarily these “give to” must be
applicable to every relationship)
Incentives, Motivations – A SHAPING STRATEGY
TICK THE
TYPE!
ROLE 1
ROLE 1
ic
Intrins f 1
O
Motiv.
ROLE 2
2 gives
to 1
ROLE 3
3 gives
to 1
ROLE 2
ROLE 3
1 gives
to 2
1 gives
to 3
ic
Intrins f 2
O
Motiv.
2 gives
to 3
3 gives
to 2
ic
Intrins f 3
O
Motiv.
Now reflect and think: what would be
YOUR VALUE
your platform’s value proposition?
PROPOSITION
Use intrinsic motivations as a mean to
shape your value proposition towards
these players.
Does your platform offer a value
proposition for both producers and
consumers?
Value Proposition(s) – A SHAPING STRATEGY
YOUR VALUE
PROPOSITION
Airbnb has two VPs: guests (to travel cheaply,
with locals) & hosts (monetize spare rooms,
homes, time)
Apple has two VPs: users (make the best of
iPhones and personalize) & developers
(distribute content fast and effectively)
GYMMY has 3 VPs: sport practitioner (use
different spaces, access trainers easier and
cheaper); space owners (monetize spaces better)
& trainers (find more opportunities for training, in
different spaces)
Value Proposition(s) – A SHAPING STRATEGY
Go back to
the Canvas!
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Entity/R
Your
VPs
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Your
VPs
Ps
Your V
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http://bit.ly/PDToolkit20_DownloadPack
FANCY CONTINUE THE EXERCISE?
PLATFORM DESIGN TOOLKIT - SOME OF THE ADOPTERS AND EXPLORERS
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