Code
MGYF STR 5924
Level
L3
Field
Stratégie
Language
Français/French
ECTS Credits
2
Class hours
28
Total student load
40
Program Manager(s)
Department
- Management, Marketing et Stratégie
Educational team
Introduction to the module
Capitalizing on the rapid development of digital technologies and the increasing digitization of all aspects of our lives, platforms have become dominant. Today, the list of the largest companies is dominated by those that have built their business models around platforms and "vibrant" ecosystems within which they orchestrate a dynamic of collective innovation. Billions of people interact daily with at least one digital platform. Although these platforms have achieved success, this success is not without its challenges for platform owners and society as a whole. Digital platforms are at the core of this course. Ecosystems have become the new corporate battlefield, and it is now necessary to learn how to orchestrate these meta-organizations to foster collective innovation and value co-creation.
The course focuses on three main issues: 1) the key developments that have enabled the proliferation of digital platforms and the conditions that favor their emergence; 2) the fundamental mechanisms underlying the operation and governance of digital platforms (two-sided or multi-sided markets) and associated concepts such as network effects and open innovation; 3) contemporary developments in digital platforms, notably the impact of "platformization" on society and the growing role of data and agentic AI. The course equips students with the skills needed to analyze, develop, and evaluate alternative strategies and approaches to build sustainable digital platforms. It builds upon the learning goals (AAV) of courses STR 5921 and STR 5922.
Learning goals
- 5. Élaborer une vision stratégique et innovante, en s’appuyant sur les potentiels de l’intelligence digitale et sur un écosystème favorable
Learning objectives
- 5.3 - Bring together and engage internal and external stakeholders in order to develop an internal and external network conducive to the strategic development of the organisation, while ensuring that interactions between management and the various operati
Course Learning objectives
After completing the course, the student will be able to:
- Describe and explain fundamental principles behind platform-based ecosystems.
- Analyze digital ecosystems and recognize roles of various members within an ecosystem.
- Understand how software platforms and ecosystems can be used for business and in the society, as well as ...
- Analyze the benefits and drawbacks of different platforms or ecosystems.
- Choose suitable strategies (including digital servitization approaches) for new and existing digital platforms.
- Assess platformization potential for traditional products and services.
Content : structure and schedule
Jour 1 : Fondamentaux et Architecture (AAv 1 & 2)
Matin : Séance interactive sur les "Superpowers" des GAFA. Utilisation de quiz anonymes en temps réel pour tester la compréhension des externalités de réseau..
Après-midi : Atelier "Ecosystem Mapping". En binômes, les étudiants utilisent des outils visuels pour modéliser les interactions d'une plateforme réelle.
Jour 2 : Dynamiques de Valeur et Impact Sociétal (AAv 1 & 3)
Matin : Débat contradictoire sur l'uberisation et la plateformisation de l'économie. Les groupes doivent défendre des positions sur l'éthique et la durabilité (lien avec les ODD).
Après-midi : Analyse de cas "Value Capture". Étude de la manière dont les plateformes monétisent les données et verrouillent les écosystèmes.
Jour 3 : Stratégies de Servitisation et Design (AAv 4)
Matin : Comment transformer un produit industriel (ex: pneus, moteurs) en un service orchestré par une plateforme.
Après-midi (Évaluation de groupe) : Étude de cas en petit groupe (40%). Conception d'un modèle d'affaires de plateforme. Les étudiants doivent orchestrer la méta-organisation pour favoriser l'innovation collective.
Jour 4 : Potentiel de Transformation et Synthèse (AAv 3 & 4)
Matin (Expérimentation) : Méthodologie d'audit de plateformisation. Les étudiants appliquent un framework robuste pour évaluer si un secteur traditionnel peut être "disrupté"
Après-midi (Évaluation individuelle) : Étude de cas individuelle (60%). Analyse d'un contexte complexe où l'étudiant doit justifier, de manière réflexive, le choix d'une stratégie de plateforme et ses impacts RSE.
Sustainable Development Goals
Le cours STR 5924, en enseignant comment orchestrer des méta-organisations et favoriser l'innovation collective, impacte directement les ODD liés à l'innovation et aux partenariats.
ODD 9 : Industrie, innovation et infrastructure. Cible 9.5 : Le cours renforce les capacités technologiques des futurs managers en les formant à l'utilisation des plateformes comme leviers de modernisation industrielle et d'innovation.
Application : L'analyse des "Superpowers" numériques (GAFA) permet de comprendre les mécanismes de transformation des infrastructures de marché traditionnelles.
ODD 17 : Partenariats pour la réalisation des objectifs. Cible 17.17 : L'orchestration d'écosystèmes est par essence une forme de partenariat multi-acteurs. Le cours prépare les étudiants à créer des conditions de collaboration entre entreprises, communautés et utilisateurs pour la création de valeur.
Application : Les ateliers de cartographie d'écosystème apprennent à fédérer et animer les parties prenantes internes et externes.
Par l'étude de nouveaux modèles d'affaires, le cours aborde également les enjeux de croissance et d'inclusion.
ODD 8 : Travail décent et croissance économique. Cible 8.2 : L'enseignement des stratégies de plateformisation vise à élever le niveau de productivité économique par la modernisation technologique et l'innovation de business model.
Cible 8.3 : En encourageant la conception de plateformes qui connectent entrepreneurs et communautés, le cours soutient directement l'entrepreneuriat et la créativité.
ODD 10 : Inégalités réduites
Lien avec le cours : Le syllabus mentionne explicitement l'étude des approches de type "Base of the Pyramid" (BoP) et l'innovation sociale comme leviers de renouvellement stratégique
Action : Les étudiants explorent comment les plateformes peuvent inclure des populations marginalisées dans l'économie globale.
Number of SDG's addressed among the 17
1
Learning delivery
synchrone
Pedagogical methods
Seminaires / Lectures
Etudes de Cas / Case Studies
Eléments d'étude en ligne / Online Learning Component
Débats / Debates
Evaluation and grading system and catch up exams
Continuous assessment: 40% group case studies
Final exam (CF): 60% individual evaluation (Theory questions / Mini case study)
The final grade may be adjusted based on individual participation (lateness, unexcused absences, etc.).
Resit (CF2): Theory questions / Mini case study. The grade is capped at 10/20.
In the event of failure to pass the resit (CF2), an extension of studies may be granted by the academic board.
Module Policies
Professor-Student Communication
● The professor will contact the students through their school email address (IMT-BS/TSP) and the Moodle portal. No communication via personal email addresses will take place. It is the student responsibility to regularly check their IMT-BS/TSP mailbox.
● Students can communicate with the professor by emailing him/her to his institutional address. If necessary, it is possible to meet the professor in his office during office-hours or by appointment.
Students with accommodation needs
If a student has a disability that will prevent from completing the described work or require any kind of accommodation, he may inform the program director (with supporting documents) as soon as possible. Also, students are encouraged to discuss it with the professor.
Class behavior
● Out of courtesy for the professor and classmates, all mobile phones, electronic games or other devices that generate sound should be turned off during class.
● Students should avoid disruptive and disrespectful behavior such as: arriving late, leaving early, careless behavior (e.g. sleeping, reading a non-course material, using vulgar language, over-speaking, eating, drinking, etc.). A warning may be given on the first infraction of these rules. Repeated violators will be penalized and may face expulsion from the class and/or other disciplinary proceedings.
Learners are expected to strictly adhere to the class schedule provided in their timetable.
● The tolerated delay is 5 minutes. Attendance will be declared on Moodle during these 5 minutes via a QR code provided by the teacher at each course start.
Each half-day of unexcused absence or lateness will result in a penalty of -1 point on the final course grade.
● Student should arrive on time for exams and other assessments. No one will be allowed to enter the classroom once the first person has finished the exam and left the room. There is absolutely no exception to this rule. No student can continue to take an exam once the time is up. No student may leave the room during an examination unless he / she has finished and handed over all the documents.
● In the case of remote learning, the student must keep his camera on unless instructed otherwise by the professor.
Honor code
IMT-BS is committed to a policy of honesty in the academic community. Conduct that compromises this policy may result in academic and / or disciplinary sanctions. Students must refrain from cheating, lying, plagiarizing and stealing. This includes completing your own original work and giving credit to any other person whose ideas and printed materials (including those from the Internet) are paraphrased or quoted directly. Any student who violates or helps another student violate academic behavior standards will be penalized according to IMT-BS rules.
Textbook Required and Suggested Readings
Moore (1996). The death of competition: leadership and strategy in the age of business ecosystems. HarperCollins.
Iansiti & Levien (2004). The keystone advantage: what the new dynamics of business ecosystems mean for strategy, innovation, and sustainability. Harvard Business Press.
Letaifa, S. B., Gratacap, A., & Isckia, T. (2013). Understanding Business Ecosystems: How Firms Succeed in the New World of Convergence?. De Boeck Superieur.
Skilton (2016). Building digital ecosystem architectures: A guide to enterprise architecting digital technologies in the digital enterprise. Springer.
Skilton. (2016). Building Digital Ecosystem Architectures: A Guide to Enterprise Architecting Digital Technologies in the Digital Enterprise. Alan Brown and Mark Thompson Editors.
Parker et al. (2016). Platform Revolution: How Networked markets are transforming the economy and how to make them work for you. Norton & Company.
Reillier & Reillier (2018), Platform Strategy: Libérer le potentiel des communautés et des réseaux pour accélérer votre croissance. Dunod.
Moazed, A., & Johnson, N. L. (2016). Modern monopolies: What it takes to dominate the 21st century economy. Macmillan.
Keywords
Communautés; Réseaux; Plateformes; Ecosystèmes; Systèmes Complexes; Effets de Réseau; / Communities; Networks; Platforms; Ecosytems, Complex Systems; Network Effects