Companies from Airbus to GE use product platform strategies to deliver more variety to their customers and compete more effectively. For example, Black and Decker uses shared motors and batteries across a range of power tools.
These firms realize quicker new market entry and reduced costs but, in order to do so, they must orchestrate complex, multi-product development projects.
Recent research suggests that many firms fail to earn a return on their platform investments. This work has uncovered that many firms face systemic pressure to diverge from their platform sharing. Several cases studied realized less than half of their platform sharing goals. Are these failures the result of a flawed strategy or poor execution?
This course focuses on helping companies develop strong platform strategies and execution programs, by understanding the managerial levers necessary to operate in complex development environments. The course content draws on case examples from a diversity of industries, and is designed to engage executives, with explicit sessions for sharing and discussing industry experience.
At the conclusion of this program, executives will be equipped with a clear understanding of:
- Named platform strategies and past corporate examples
- Criteria for evaluating market conditions in which the strategy is appropriate and not
- Identified management levers for use in complex programs
- Key performance indicators for successful platform development
- Benchmark savings and investment sizing data from other firms
- Knowledge and examples of failure modes from past platform efforts
- Differentiate industry platforms, supply chain platforms, and product platforms