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
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
The Shift
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.
The Problem
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.
- Porter's Five Forces assumes a well-defined "industry" and a pipeline. The economy now runs on layered technology stacks and competing ecosystems; ask "who has the power here?" with the old tool and you often get the wrong answer.
- The textbook reflex — network effects lead to scale, scale leads to value — is over-simplified and frequently wrong. Network effects are designed, they are bounded, and they are routinely over-credited.
- Generic strategy — cost leadership, differentiation, focus — is too blunt an instrument to design a platform's value proposition.
- Firms know they are supposed to "use AI," but few can say where in the business it actually belongs, or why most deployments quietly fail.
- The classic theory of the firm — make-or-buy, where to draw boundaries — needs rethinking when the central strategic move is opening up and orchestrating actors you do not own.
These are not edge cases. They are the everyday decisions facing anyone building or competing in a digital business.
The Frameworks
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.
Reach
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.
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.