Kevin Boudreau

Teaching

Platforms, Digitization, AI, and the Design of Modern Firms and Business Models

We are living through a transformation of economic organization as deep as the rise of the modern corporation a century ago — a reorganization of how value is created and who creates it. Platforms are its leading edge, and where I have done most of my research, but they are not the whole of it. I teach students to design for this economy, not the one our inherited frameworks were built for.


Courses

Current Courses Taught

  • Digital Platform Strategies & Data-Driven Business Models
  • Platform Innovation
  • Digital Platform Business Models
  • Data Science & AI Applications

Prior Courses Taught

  • Innovation, Entrepreneurship & Enterprise Growth
  • Business Strategy
  • Microeconomics
  • Empirical Methods in Management — mini-course on field experiments
  • Technology & Science Entrepreneurship Masterclass

How the economy is changing

We are living through a transformation of economic organization as deep as the rise of the modern corporation a century ago. Digitization, platforming, datafication, and now artificial intelligence are dissolving the boundaries of the firm and changing who creates value and how. Production that once happened inside large integrated firms increasingly runs across loosely-coordinated ecosystems of outside actors; data and algorithms are becoming the operating core of organizations rather than a feature bolted on top; and the same forces are remaking not only business but science, media, and public life. Platforms have been the leading edge of this shift — and they are where I have done most of my research — but the shift itself is much bigger than platforms. It is a reorganization of economic activity, and it is far from finished.


Where the inherited toolkit falls short

The strategy and management frameworks most of us inherited were built for a different economy — the integrated industrial firm and the linear supply chain — and in this one they quietly mislead.

These are not edge cases. They are the everyday decisions facing anyone building or competing in a digital business.


The frameworks I teach to fill the gaps

My courses are built around a set of tools designed for exactly these gaps — frameworks distilled from research, each a precise answer to a problem the inherited toolkit cannot handle. To design value with precision: User × Use-Case × Dimensions of Value, and Value Curves that go beyond Porter. To decide how to organize each side of a platform: the four models — markets, contests, communities, and networks — and open-versus-closed treated as a make-or-buy decision. To build advantage that lasts: VRIDO, and a hard-nosed account of where network effects help and where they don't. To get a platform off the ground: coaxing versus coordinating to crack the chicken-and-egg problem, and a clear-eyed read of when a market actually tips. To analyze competition as it now is — layer against layer and ecosystem against ecosystem, not firm against firm — Ecosystem Forces, the framework that takes managers beyond Porter's Five Forces. And to put AI in its proper place: the Prediction Factory, which locates where data and algorithms create durable advantage — on the premise that the model is the least critical part. Students do not just discuss these. They use them — designing platforms, building working AI prototypes, and competing in simulations.


Shared widely, across levels and institutions

These ideas have been taught to students at every level — MBA, PhD, undergraduate, and executive — and delivered through private corporate engagements and advisory work, across disciplines, at institutions in the United States and internationally. I have also mentored roughly fifty masters projects, theses, and research assistants across these institutions.

HEC Paris London Business School Harvard Business School Northeastern University

Subjects have ranged from strategic management and technology-based innovation and entrepreneurship to empirical and experimental research methods in the study of markets and organizations.