Michael A. Cusumano

David B. Yoffie

Annabelle Gawer

A trio of experts on high-tech business strategy and innovation reveal the principles that have made platform businesses the most valuable firms in the world and the first trillion-dollar companies. Managers and entrepreneurs in the digital era must learn to live in two worlds—the conventional economy and the platform economy. Platforms that operate for business purposes usually exist at the level of an industry or ecosystem, bringing together individuals and organizations so they can innovate and interact in ways not otherwise possible. Platforms create economic value far beyond what we see in conventional companies. The Business of Platforms is an invaluable, in-depth look at platform strategy and digital innovation. Cusumano, Gawer, and Yoffie address how a small number of companies have come to exert extraordinary influence over every dimension of our personal, professional, and political lives. They explain how these new entities differ from the powerful corporations of the past. They also question whether there are limits to the market dominance and expansion of these digital juggernauts. Finally, they discuss the role governments should play in rethinking data privacy laws, antitrust, and other regulations that could reign in abuses from these powerful businesses. Their goal is to help managers and entrepreneurs build platform businesses that can stand the test of time and win their share of battles with both digital and conventional competitors. As experts who have studied and worked with these firms for some thirty years, this book is the most authoritative and timely investigation yet of the powerful economic and technological forces that make platform businesses, from Amazon and Apple to Microsoft, Facebook, and Google—all dominant players in shaping the global economy, the future of work, and the political world we now face.

Strategy in the Age of Digital Competition, Innovation, and Power

The Business of Platforms

The authors of the bestselling Competing on Internet Time (a Business Week top 10 book) analyze the strategies, principles, and skills of three of the most successful and influential figures in business—Bill Gates, Andy Grove, and Steve Jobs—offering lessons for all managers and entrepreneurs on leadership, strategy and execution. In less than a decade, Bill Gates, Steve Jobs, and Andy Grove founded three companies that would define the world of technology and transform our lives. At their peaks, Microsoft, Apple, and Intel were collectively worth some $1.5 trillion. Strategy Rules examines these three individuals collectively for the first time—their successes and failures, commonalities and differences—revealing the business strategies and practices they pioneered while building their firms. David B. Yoffie and Michael A. Cusumano have studied these three leaders and their companies for more than thirty years, while teaching business strategy, innovation and entrepreneurship at Harvard and MIT. In this enlightening guide, they show how Gates, Grove, and Jobs approached strategy and execution in remarkably similar ways—yet markedly differently from their erstwhile competitors—keeping their focus on five strategic rules. Strategy Rules brings together the best practices in strategic management and high-tech entrepreneurship from three path-breaking entrepreneurs who emerged as CEOs of huge global companies. Their approaches to formulating strategy and building organizations offer unique insights for start-up executives as well as the heads of modern multinationals.

Five Timeless Lessons from Bill Gates, Andy Grove, and Steve Jobs

Strategy Rules

Competing on Internet time means competitive advantage can be won and lost overnight. In this penetrating analysis of strategy-making and product innovation in the dynamic markets of commercial cyberspace, bestselling Microsoft Secrets co-author Michael Cusumano and top competitive strategy expert David Yoffie draw vital lessons from Netscape, the first pure Internet company, and how it has employed the techniques of "judo strategy" in its pitched battle with Microsoft, the world's largest software producer. From on-site observation and more than 50 in-depth interviews at Netscape and other companies, Cusumano and Yoffie construct a blueprint meticulously detailing how the fastest-growing software company in history has competed on Internet time by moving rapidly to new products and markets, staying flexible, and exploiting leverage that uses the weight of its giant rival Microsoft against it. The main source of Netscape's leverage, they argue, has been its skill in designing products that run on multiple operating systems. Microsoft has responded with judo techniques in kind. Managers in every high-tech industry will discover a wealth of new ideas on how to create and scale-up a new company quickly; how to compete in fast-paced, unpredictable industries; and how to design products for rapidly evolving markets. The lessons that Cusumano and Yoffie derive from Netscape's contest with Microsoft go far beyond start-ups and Internet software. Small companies in any industry and powerful, established firms alike will welcome the principles the authors formulate from this David-and-Goliath-like struggle. Competing on Internet Time is essential and instructive reading for all managers, engineers, and entrepreneurs who want to succeed in ultra-fast-paced markets.

Lessons From Netscape and Its Battle With Microsoft

Competing On Internet Time

Mary Kwak 

«لأولئك الذين يريدون فهم إستراتيجية العمل في عصر الإنترنيت، لا بد من قراءة هذا الكتاب. لأولئك الذين يتنافسون في الاقتصاد الجديد، هذا الكتاب هبة عظيمة. لأولئك الذين يستمتعون بالاستعارات، والتحليل العميق، والقصص المذهلة، هذا الكتاب ممتع”. - ريد هنت، الرئيس السابق للجنة الاتصالات الاتحادية، ومؤلف “تقول إنك تريد ثورة: قصة سياسات عصر المعلومات”. “طوّر يوفي وكواك استعارة الجودو لإستراتيجية العمل بطريقة فاعلة وسهلة الفهم. قراءة هذا الكتاب ضرورية لمبتدئين ينافسون ضد شركات تضرب جذورها عميقاً ولشركات قائمة عرضة للهجوم. يتعلم القرّاء بسرعة كيف يمكن لإستراتيجية الجودو، وتتضمن مبادئ الحركة والتوازن والفاعلية واقتصاديات الجودو، أن تقود وافداً جديداً لاحتلال موقع مميز في السوق. كل من يرغب أن يصبح مصارع ثيران بدلاً من أن يكون الثور سيحب هذا الكتاب”. - جورج إم. سي. فيشر، رئيس مجلس الإدارة والرئيس التنفيذي السابق، كوداك وموتورولا. “يصف إستراتيجية الجودو بطريقة مثيرة وممتعة، كيف يمكن التنافس مع خصوم أقوياء. يمكن أن يتعلم كل رجال الأعمال والرأسماليين دروساً ثمينة بشأن كيف يمكن أن تحوّل شركاتهم الناشئة أفضليات طبيعية لشركة كبيرة ضد الشركة نفسها”. - روس سيغلمان، شريك رئيس، كلاينر بيركنز كافيلد وبايرز. “سيكون إستراتيجية الجودو الدليل الجديد لمديرين في صناعات عدّة. الرسالة واضحة وقوية: ينبغي أن يتعلم مديرون أذكياء كيف ينتقون المعارك التي يمكنهم الفوز بها وتفادي مواجهات ضربة-بضربة التي سيخسرونها على الأرجح. يعرض يوفي وكواك طريقة القيام بذلك مع كثير من الأمثلة المذهلة ببساطة”. - مايكل إيه. كوزومانو، أستاذ ورئيس، إم-آي-تي سلوان مانجمنت ريفيو MIT Sloan Management Review، وأحد مؤلفي، أسرار مايكروسوفت. “يصوّر يوفي وكواك بشكل مقنع العمل في عالم الأسواق التنافسية القاسي والمتقلّب بأنه صراع واضح يشبه الجودو لتحقيق الهيمنة. يسردان قصص نجاح عدّة وفشل في الاقتصادين القديم والجديد. قراءة هذا الكتاب ضرورة لازمة لمديرين يبحثون عن طريق إستراتيجي لتحقيق النصر وأولئك الذين يرغبون في الحفاظ على ما كانوا قد حققوه حتى الآن”. - جويل لاين، رئيس مجلس الإدارة والرئيس التنفيذي، بيرتلسمان.

Judo Strategy: Turning Your Competitors' Strength to Your Advantage

إستراتيجية الجودو

Michael Cusumano

Lezioni di strategia riunisce le best practice del management strategico e dell’imprenditorialità nel settore high-tech, offrendo suggerimenti che saranno preziosi sia per i fondatori di start-up sia per i dirigenti d’azienda. Tra il 1968 e il 1976, Bill Gates, Andy Grove e Steve Jobs fondarono tre aziende che avrebbero trasformato il mondo della tecnologia, creando valore per oltre mille miliardi di dollari e cambiando la nostra vita quotidiana. Come hanno raggiunto questi risultati straordinari? Lezioni di strategia ripercorre per la prima volta in parallelo la storia di questi tre imprenditori, i loro successi e insuccessi, i punti in comune e le differenze, rivelando le strategie e le tattiche di business con cui hanno costruito le loro aziende. Da quasi trent’anni David Yoffie e Michael Cusumano studiano questi tre leader e le loro aziende, e in questo illuminante libro rivelano come Gates, Grove e Jobs abbiano adottato un approccio analogo per strategia ed esecuzione, differenziandosi però dalla concorrenza grazie alla focalizzazione su cinque regole. 1. Guardare avanti, ragionare a ritroso: dopo aver deciso dove volevano che le loro aziende si trovassero in futuro, hanno ragionato, all’indietro, per identificare i passi da compiere in vista di quel traguardo. 2. Scommettere in grande, ma senza mettere a rischio l’azienda: i tre Ad hanno accettato enormi scommesse strategiche, ma raramente hanno esposto a rischi eccessivi la redditività delle loro aziende. 3. Costruire piattaforme ed ecosistemi: i leader dell’alta tecnologia hanno costruito piattaforme di settore che stimolassero altre aziende a creare prodotti e servizi complementari che incrementino il valore della piattaforma. 4. Sfruttare il vantaggio e la forza: Gates, Grove e Jobs sono riusciti a trasformare i punti di forza degli avversari in talloni d’Achille; e a schiacciare la concorrenza facendo leva sulle proprie ingenti risorse (dopo averle accumulate). 5. Plasmare l’azienda intorno alla propria ancora personale: la competenza di Gates sul software, la devozione di Grove per la disciplina dei processi, l’ossessione di Jobs per il design: i tre Ad hanno incentrato le proprie aziende sui loro punti di forza, compensando al contempo i loro punti deboli.

Cinque regole senza tempo da Bill Gates, Andy Grove e Steve Jobs

Lezioni di strategia

Harvard Business Review

Larry Downes

Maelle Gavet

Jeanne C. Meister

A year of HBR's essential thinking on tech—all in one place. From quantum computing and next-generation digital health tools to virtual reality training and the dawn of the commercial space age, new technologies are reshaping business on the factory floor and in the C-suite. What should you and your company be doing now to take advantage of the new opportunities these technologies are creating—and avoid falling victim to disruption? The Year in Tech 2022: The Insights You Need from Harvard Business Review will help you understand what the latest and most important tech innovations mean for your organization and how you can use them to compete and win in today's turbulent business environment. Business is changing. Will you adapt or be left behind? Get up to speed and deepen your understanding of the topics that are shaping your company's future with the Insights You Need from Harvard Business Review series. Featuring HBR's smartest thinking on fast-moving issues—blockchain, cybersecurity, AI, and more—each book provides the foundational introduction and practical case studies your organization needs to compete today and collects the best research, interviews, and analysis to get it ready for tomorrow. You can't afford to ignore how these issues will transform the landscape of business and society. The Insights You Need series will help you grasp these critical ideas—and prepare you and your company for the future.

The Insights You Need from Harvard Business Review

The Year in Tech 2022: The Insights You Need from Harvard Business Review

Mary Kwak

Judo, often translated as "the way of gentleness, " is a century-old martial art that employs quickness and agility to help devotees overcome adversaries who seem to be more powerful. The authors turn these principles around for a corporate audience, showing how they can also be used to help companies battle bigger and stronger competitors.

David B. Yoffie

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