• Software Ecosystems A Systematic Literature Review

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Platform businessSay, you want to start a new two-sided platform business. This blog is about jumpstarting platform businesses from scratch by leveraging other platformGravityGravity is the number of participants you have on both sides of your platform. Gravity on each side of the platform is a key prerequisite for platform success. Platform success is dependent on gravity because the direct and indirect network effects for the participants of the platform depend on gravity. So how do you create instant gravity?Usually, companies run advertising campaigns and start recruiting participants on each side of the platform. Under this approach, the focus should be on getting participants with high gravity. High gravity means that they are large companies or they bring their ecosystem on to both sides of the platform to massively increase the number of participants.One example is SAP Ariba.

It is a two sided platform with corporates on one side and suppliers of goods and services on the other side. When they added Rio Tinto on the corporate side of the platform, Rio Tinto brought in thousands of their suppliers and thus created massive gravity on the supplier side, too. So this is one reasonable approach to add gravity.Free but paid with informationAnother approach to create gravity is to offer free functionality on one side of the platform, but charge on the other sides of the platform. Perfect examples are Google and Facebook. Consumers are not charged, but they pay with their data.

The price of zero for consumers has the potential to attract many consumers and creates gravity.Leveraging the gravity of other platformsWhy should a platform company at all start to create gravity from scratch on their own? A new approach i am proposing is to leverage gravity of other platforms for your own platform. The idea is to combine other platforms for your success by building on top of them.Examples: SAP acquired Coresystems.

Coresystems had a crowdsourcing platform for field services, i.e. Maintenance and repair scheduling. To get more gravity, the solution was integrated with SAP´s marketplace for temporary workers, SAP Fieldglass, which created massive gravity for crowsourcing field technicians. Dear all,the European workshop on software ecosystems, this year held at the Platform Economy Summit in Berlin, was a huge success.All the results are in the proceedings, so if you have not been participating, you can get a summary of the discussions in the workshop!The proceedings are available in print and ebook with the ISBN 153atat, our publisher.DETAILSThe workshop was held within two sessions of the second day of the First European Platform Economy Summit in Berlin.

The first session was a workshop called “ New Ecosystem Opportunities & 'White space' Opportunities in Software and High-Tech“ and the second session was a panel about “ Network Effects, Data Effects & AI - Keys to the castle“ moderated by Slinger Jansen. You can find more details on both sessions below.Session one: New Ecosystem Opportunities & 'White space' Opportunities in Software and High-TechThis design-thinking based workshop featured three short motivating presentations by Peter Buxmann, Sebastien Dupre and Thomas Curran followed by topic-based, hands-on workshops.Thomas captured the audience by describing his recent success with creating new cloud based ecosystems for digital business in the financial industry.

In a traditionally closed industry, what do you do to turn a company into a digital, open platform? Thomas had done just that in a three year project and talked about how to do that successfully.Peter reported about several studies on the value of data and the importance of privacy. He provided insights into challenges and success factors for software platform providers regarding the value of customer data, customer privacy and tradeoffs between data privacy and data farming by platform providers.Sebastien showed how Uberization in field service management works by engaging a crowd of service technicians inside and outside of companies.

He explained how companies can build an ecosystem connecting field service technicians, partners, own employees and customers to scale their field service operations, increase revenue and provide unmatched customer experience.All presentations are in the proceedings. The proceedings are available in print and ebook with the ISBN 153, at, and at, our publisher.Then we split the crowd of thirty people into three teams that worked together and discussed with the help of the moderators and our design thinking coach Olaf Mackert. First, we ran an introduction game called two truths and one lie, which created a lot of laughter and made everybody ready to work together trustfully.Then everybody dumped his ideas, questions, issues he or she wanted to discuss on post-its, which were clustered into topics by the moderator. Then the teams voted on the topic to start with.

The discussions went on in five minute slots. The team voted on either continuing the discussions on the topic or going to the next topic after each slot.Thomas Curran´s team, which was the largest team, focused on the technical aspects of creating a platform and technology selection. They had lively and productive discussions leveraging the joint wisdom of the team.Sebastien´s team of ten discussed topics around uberization of any industry and about changes in strategies for field service management.Peter Buxmann´s team was a diverse team made up of members from venture capital, manufacturing, public administration which made discussions very interesting based on the different views.

The team addressed question around motivations of people to share data, ways to create value from data and also around data protection impact on data-driven business models.The results of each team are listed in the proceedings. The proceedings are available in print and ebook with the ISBN 153, at, and at, our publisher. Session TWO: Network Effects, Data Effects & AI - Keys to the castleJohn Rethans, head of Digital Transformation Strategy from Apigee/Google, brought everybody on the same page regarding APIs - what they are and what it means to implement an API driven strategy and technology.Slinger Jansen from Utrecht University opened the panel with a short presentation about his research. The panel´s focus was on pragmatic aspects of creating successful API platforms. It covered questions like “What is the role of APIs for platforms? How do you build API-based platforms?

What are the success factors and pitfalls when building API-based platforms? How to explain their power to non-technical executives and shareholders?”In addition to Slinger and John, the panel featured the following speakers: Nik Willetts - President & CEO, TM Forum, Andreas von Oettingen - MD of Factor10.The presentations are in the proceedings.

The proceedings are available in print and ebook with the ISBN 153, at, and at, our publisher.best regardsKarl. The workshop was held within two sessions of the second day of the First European Platform Economy Summit in Berlin. The first session was a workshop called “ New Ecosystem Opportunities & 'White space' Opportunities in Software and High-Tech“ and the second session was a panel about “ Network Effects, Data Effects & AI - Keys to the castle“ moderated by Slinger Jansen. You can find more details on both sessions below.What made this workshop successful were the discussions about the presentations but also the interactions in breaks and during lunch. A big thank you goes out to all presenters, helpers and participants! Session one: New Ecosystem Opportunities & 'White space' Opportunities in Software and High-TechThis design-thinking based workshop featured three short motivating presentations by Peter Buxmann, Sebastien Dupre and Thomas Curran followed by topic-based, hands-on workshops.Thomas captured the audience by describing his recent success with creating new cloud based ecosystems for digital business in the financial industry.

In a traditionally closed industry, what do you do to turn a company into a digital, open platform? Thomas had done just that in a three year project and talked about how to do that successfully.Peter reported about several studies on the value of data and the importance of privacy.

He provided insights into challenges and success factors for software platform providers regarding the value of customer data, customer privacy and tradeoffs between data privacy and data farming by platform providers.Sebastien showed how Uberization in field service management works by engaging a crowd of service technicians inside and outside of companies. He explained how companies can build an ecosystem connecting field service technicians, partners, own employees and customers to scale their field service operations, increase revenue and provide unmatched customer experience.Then we split the crowd of thirty people into three teams that worked together and discussed with the help of the moderators and our design thinking coach Olaf Mackert. First, we ran an introduction game called two truths and one lie, which created a lot of laughter and made everybody ready to work together trustfully.Then everybody dumped his ideas, questions, issues he or she wanted to discuss on post-its, which were clustered into topics by the moderator. Then the teams voted on the topic to start with.

The discussions went on in five minute slots. The team voted on either continuing the discussions on the topic or going to the next topic after each slot.Thomas Curran´s team, which was the largest team, focused on the technical aspects of creating a platform and technology selection. They had lively and productive discussions leveraging the joint wisdom of the team.Sebastien´s team of ten discussed topics around uberization of any industry and about changes in strategies for field service management.Peter Buxmann´s team was a diverse team made up of members from venture capital, manufacturing, public administration which made discussions very interesting based on the different views.

Software Ecosystems A Systematic Literature Review

The team addressed question around motivations of people to share data, ways to create value from data and also around data protection impact on data-driven business models.The results of each team will be provided in a short writeup from the moderator. Session TWO: Network Effects, Data Effects & AI - Keys to the castleJohn Rethans, head of Digital Transformation Strategy from Apigee/Google, brought everybody on the same page regarding APIs - what they are and what it means to implement an API driven strategy and technology.Slinger Jansen from Utrecht University opened the panel with a short presentation about his research. The panel´s focus was on pragmatic aspects of creating successful API platforms.

It covered questions like “What is the role of APIs for platforms? How do you build API-based platforms? What are the success factors and pitfalls when building API-based platforms? How to explain their power to non-technical executives and shareholders?”In addition to Slinger and John, the panel featured the following speakers:Nik Willetts - President & CEO, TM ForumAndreas von Oettingen - MD of Factor10.

In past years, there always was a dichotomy: either companies were only on premise, storing their crown jewel data on site, or companies ran certain applications in the cloud. Now, hybrid clouds are on the rise. This means there are three options now.In M&A, data rooms are typically private cloud based storage of highly confidential data during due diligence. Data from other phases are usually stored on site. With all these changes happening and the clear need to manage M&A processes, where should company store their data about all phases of the M&A process?On premise?The safest way to store mission critical data is to store them on premise. This is perfect for a the early phases.

As soon as more people get involved from inside and outside the company, during due diligence and post merger integration, this approach is not perfect.in the cloud?Cloud storage makes perfect sense for trustfully giving restricted access to people from different companies. For most companies, this is needed during due diligence and following phases. But many companies also interact with third party companies even before due diligence.Requirements for M&A process toolsCustomers rule. An end-to-end process tool must respect that.

No matter if customers choose on site, private cloud or public cloud, vendors of end-to-end process tools should give customers a choice. The customer should decide where to store data. An end-to-end, unified platform builds the foundation of M&A success. End-to-end means that the platform covers all phases of the M&A process from early strategizing to deal sourcing to due diligence, signing, closing and integration. All data are combined to one single source of truth, no data are lost between phases, better and well documented handovers are possible between phases.Unified platform means no more jumping between different solutions and tools.

T eases the pain of processing massive amounts of data, be it the data room or planning data for integration planning. For due diligence, this includes combining collaborative due diligence management with virtual data room capabilities.While there are many advantages of such a platform, let´s just look at three key advantages. Advantage 1: A unified data lake for all dealsThe data lake covers all process phases and all deals allowing e.g. Cross-deal analytics, large training sets for machine learning, proposals of next steps based on best practices from all deals. The data lake contains massive amounts of information, but all information used in the process, information about the process steps and decisions taken is stored in one place.The load of information in M&A processes is already overwhelming? So how can i leverage this large amount of data? Modern information system technologies like predictive analytics, finding outliers within data, semantic analytics and forensic tool to analyse and navigate large data sets as well as providing the right information for your current work context will enable you to leverage the data collected.

Advantage 2: Better decision are being taken and documentedThere are two aspects of this advantage: decision journey and augmentation. For each decision taken, you can always recall the decision journey.

How was the decision prepared, who took it, what were the consequences, were the goals of the decision reached?The second aspect is augmentation of decision tasks: if you are the decision maker, augmentation provides you with similar decision taken in other deals including their impact on results in the integration phase, so you can make the best decision. The augmentation in the deal sourcing phase e.g. Includes market data, financial data about all targets and predictive analytics about the future success of the target companies.

Advantage 3: Less documentation and reporting: More productivityMassively increased productivity and less errors due to robotic process automation. No more learning of process models, they will naturally be followed. No more thinking about what the next step is or what your project status is, all information is augmented in your usual workplace. Reporting annoys you?

The platform will autmatically propose the content for the next status update, so you spend less hours on reporting, more on quality work and problem solving. Outlook: where´s the platform?So, now we know some of the advantages of the platform: one question remains: is the platform your work environment and do you have to learn a completely new work environment that does not naturally integrate with all the other productivity tools that you are using: email, teleconferencing etc.? The platform i envision will be invisible, you will work in your usual work environment, e.g. Using a Windows tablet with Outlook and other tools you know. The platform will track your work and augment inforrmation as you work, no separate login, no missing integrations that get on your nerves.If you liked this article, you will like.