CASE STUDY 03
We turned platform transformation from an idea held by a few staff members into a shared agenda for executives and team leaders to discuss together.
Client Context
Platform business transformation is not simply a matter of creating a new service. It requires a shared organizational understanding of the relationships among customers, partners, assets, and data, and how those relationships generate repeatable growth. At SK D&D, differing levels of understanding of platforms among executives and team leaders made it difficult to move the discussion forward.
Transformation Design
The Innovation Lab conducted a one-day workshop in which C-level executives and team leaders jointly examined the structure of platform businesses and the potential for transformation. Rather than focusing on explaining concepts, the workshop centered on reassessing the existing business from a platform perspective and aligning the questions and options the organization needed to examine together.
Changes in Decisions · Actions
The CEO noted that differing levels of understanding of platform business among team leaders and executives had previously caused difficulties, but that the workshop showed them thinking through platform transformation together and giving it their shared focus. The outcome was not a completed platform business plan; rather, it enabled executives and operational leaders to begin the next discussion in a shared language.
Key Proof Points
- Joint Workshop for C-Level Executives · Team Leaders
- Shared Understanding of and Focus on Platform Transformation
- Public Comment from the CEO