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The business of platforms

The platform business model to survive in an ecosystem driven economy

Defining a platform business can be complex but if we look at the simplest definition of a platform, it is essentially a base or supporting structure to stand on. In a business context, a platform business strategy can be explained as an approach that supports or facilitates transactions and interactions across a large number of participants. Platform business models are made possible by technology but are, in themselves, not a technology solution.

The business of platforms series of articles

Explore the articles below:

Article 1: The platform business model to survive in an ecosystem driven economy

The platform business model to survive in an ecosystem driven economy

Digital platforms and ecosystems are re-inventing business models and platform businesses are on the rise. Some are purpose-built, while others have evolved from a more traditional linear business model.

While many established companies are already on the journey to becoming platform businesses, this is often through an evolutionary process shaped by rapidly changing market forces due to conscious strategic decisions. At Deloitte, we believe that a deliberate and focused approach to transforming to a platform business model is key to unlocking value, efficiency and, ultimately, sustainability.

Not an option

While platform business models have been discussed for many years, at Deloitte we believe that it is time that talk becomes action for organisations that want to create value and growth in an increasingly challenging business environment.

Contact Deloitte to discover how we can help you to reinvent your organisation through business platform strategy.

For more information on platform business, follow our series of articles that take an in-depth look at the many aspects of the platform business model.



Platform thinking overview



    



Article 2: Building and developing the people operating system

Building and developing the people operating system

Platform businesses do not just create value for themselves but create value through an ecosystem of outside partners. This allows a platform business to be able to scale and standardise faster at an exponential rate, but also has some implications for the business shape and structure, culture and ways of working and the way in which the transformation journey can be facilitated.

The second article in our Platform Thinking series titled: The business of platforms: Building and developing the people operating system builds on the lessons learned in our first article titled: The platform business model to survive in an ecosystem driven economy, and now unpacks the impact of platform business model implementation on an organisations Human Capital.

In this article you will find:

  • • Key insights into the building and development of the people operating system
  • • Aligning the Human Capital implications to the platform model DNA
  • • Human Capital implication of a platform model


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Written by:

Corrin De Sousa

Senior Manager, Organisation Transformation

cdesousa@deloitte.co.za

+27115174925

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Article 3: Delivery and Operating Model (Includes IT Operating Model)

Delivery and Operating Model (Includes IT Operating Model)

In the initial paper of this series, we unpacked the core business model archetypes and their strategic nuances. With the significant upside value for organisations to adopt platform business strategies in an ever more globalised economy, an understanding of how these strategies functionally operate becomes paramount.

Introducing the third article of our Platform Thinking series titled: The platform business model to survive in an ecosystem driven economy, the delivery and operating model part A and B. In part A, we provide a clearer understanding of the implications, mechanics and universal enablers that are associated with the platform business model. Furthermore, we investigate how platform businesses look to provide value and also shed light on the potential requirements for these businesses to operate.

In part B of the article, we map out the universal enablers that are associated with the platform business model domain for organisations to be empowered to design their operational structures in line with their platform strategies, using technology and data, to enable decision making.


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Written by:

Jacques Compaan

Technology Strategy & Transformation | Deloitte Africa

jcompaan@deloitte.co.za

+27112096820

John Bussio

Operations Transformation | Deloitte Africa

jbussio@deloitte.co.za

+27112027492


Article 4: Success factors for compliance in an ecosystem driven economy

Success factors for compliance in an ecosystem driven economy

In the previous articles of this series, we looked at the business, people and delivery operating models for platform businesses. In this edition of the platform business series titled: “Success factors for compliance in an ecosystem driven economy”, we look at the development and integration of the compliance function as a critical component of a platform business’ success.

The contributions of the compliance function for regulatory, ethics and legal risk management are invaluable in a platform business as they seek to embed, by design, necessary regulatory requirements in a manner which supports good customer outcomes in the face automated process, decisioning and delivery.”

Download our article to understand how platform businesses can tackle compliance in a changing business environment.


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Written by:

Candice Holland

Director | Risk Advisory Regulatory

canholland@deloitte.co.za

+27112098598

Nompumelelo Dube

Senior Manager | Risk Advisory Regulatory

nodube@deloitte.co.za

+27118065716


Article 5: Data Analytics efficiencies in an ecosystem driven economy

Data Analytics efficiencies in an ecosystem driven economy

The role of the platform business is to provide a governance structure and a set of standards and protocols that facilitate interactions at scale so that network effects can be unleashed. These interactions between different platform players either create new data sets or consume existing data.

In the fifth article of our series, titled Data Analytics efficiencies in an ecosystem driven economy, we outline the role and importance of data and analytics in a Platform Business.

In this article you will find key insights on:
- Defining key players within platform business models
- Unpacking five types of analytics that can be used to unlock value
- Identifying key data points within a platform business model
- Outlining the metrics to be measured to ensure effective use of resources
   to improve customer experience while maximising profits.


Written by:

Siyabonga Mthethwa

Associate Director | Risk Advisory Digital Controls

simthethwa@deloitte.co.za

+27113045305


Article 6: Financial and Value Management (Includes Tax) – Coming soon

... Coming soon


Article 7: Audit considerations – Coming soon

... Coming soon


Article 8: Payments – Coming soon

... Coming soon

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