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Platform Leadership: How Intel, Microsoft, and Cisco Drive Industry Innovation
 
 

Platform Leadership: How Intel, Microsoft, and Cisco Drive Industry Innovation (Hardcover)

by Annabelle Gawer (Author), Michael A. Cusumano (Author) "In many industries, conventional wisdom has said, a position of leadership bestows authority, strength, even invulnerability ..." (more)
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Product details

  • Hardcover: 336 pages
  • Publisher: Harvard Business School Press; illustrated edition edition (1 May 2002)
  • Language English
  • ISBN-10: 1578515149
  • ISBN-13: 978-1578515141
  • Product Dimensions: 23.6 x 16.2 x 3.2 cm
  • Average Customer Review: 4.0 out of 5 stars See all reviews (3 customer reviews)
  • Amazon.co.uk Sales Rank: 296,065 in Books (See Bestsellers in Books)

    Popular in this category:

    #100 in  Books > Computing & Internet > Hardware > Network Hardware
  • See Complete Table of Contents

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Product Description

Product Description
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.



AUTHORBIO: 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.

From the Publisher
 From high-tech–strategy experts Annabelle Gawer and Michael A. Cusumano, this book explains how the best-in-class establish and grow their dominant positions.
 Offers the first long-term study of how companies successfully become platform leaders: companies whose products provide the basic technological architecture on which other products and systems are built around (e.g., the microprocessor or Windows Operating System).
 Discusses how platform producers encourage other firms to create complimentary innovations, orchestrate innovations and standards for an entire industry, and deal with various internal and external tensions or conflicts that arise when implementing platform leadership strategies.
 Provides insightful analysis of leading companies’ platform strategies through in-depth case studies of Intel, Microsoft, Cisco, Oracle, Palm Computing, Netscape, Hewlett-Packard, Qualcomm, EMC, Netscape, and Sun Microsystems, among others.

 Grounded in rich empirical research, it includes interviews with more than 100 senior executives from featured companies, enhancing its appeal to both practitioners and scholars.
 Presents a framework and set of tactics for designing and implementing a successful platform strategy, offering plentiful advice and examples, including detailed strategies that can be readily adapted.

See all Product Description


Inside This Book (Learn More)
First Sentence
In many industries, conventional wisdom has said, a position of leadership bestows authority, strength, even invulnerability. Read the first page
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Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
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Customer Reviews

3 Reviews
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Average Customer Review
4.0 out of 5 stars (3 customer reviews)
 
 
 
 
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Most Helpful Customer Reviews

 
1 of 1 people found the following review helpful:
4.0 out of 5 stars Driving Whole Industries Forward, 28 Jun 2002
By Sydney Charles (Pinner, Middx United Kingdom) - See all my reviews
I bought this book to discover the latest thinking on bringing together myriad parties to produce the synergy needed for today's technological progress. It fulfilled this aim with an unusual blend of understanding of both technology and relationships.

As an IT person, I also found the descriptions of historical and topical issues in the computing, network and mobile industries fascinating.

The style is very readable and I would recommend it to anyone seeking inovation and profitable progress in today's difficult climate.

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4.0 out of 5 stars Driving Whole Industries Forward, 28 Jun 2002
By Sydney Charles (Pinner, Middx United Kingdom) - See all my reviews
I bought this book to discover the latest thinking on bringing together myriad parties to produce the synergy needed for today's technological progress. It fulfilled this aim with an unusual blend of understanding of both technology and relationships.

As an IT person, I also found the descriptions of historical and topical issues in the computing, network and mobile industries fascinating.

The style is very readable and I would recommend it to anyone seeking innovation and profitable progress in today's difficult climate.

Comment Comment | Permalink | Was this review helpful to you? Yes No (Report this)



 
4.0 out of 5 stars Good insight into how to make strategic partnership work, 16 May 2002
By A Customer
I liked the book because it took a fresh look at the different ways by which Microsoft, Intel and Cisco have been so successful in dominating sections of the IT market.
The authors' analysis of their problems of how to maintain the integrity of their platform, while evolving to meet new requirements and establishing leadership are applicable to a wide range of industries not just IT.
I thought the authors' acknowledgement of the role of internal and external conflict and collaboration refreshing and their solutions useful.
The book's quite readable and I'd use its framework as the basis for strategic workshops.
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