Some books are difficult to summarize. Platform Revolution is one such book because its descriptive content requires more. To follow-up on my initial overview, I’ll provide a more detailed summary and wrap-up in this commentary of the key platform attributes described by authors Geoffrey Parker, Marshall Van Alstyne and Sangeet Paul Choudary.
Some books are difficult to summarize. Platform Revolution is one such book because its descriptive content requires more. To follow-up on my initial overview, I’ll provide a more detailed summary in this commentary and part III of the key platform attributes described by authors Geoffrey Parker, Marshall Van Alstyne and Sangeet Paul Choudary.
Most people have heard of Uber, Airbnb, Amazon and PayPal. The growth and success of these companies and others stem from a technology-based business model that connects people and resources in an interactive ecosystem that creates and exchanges value while disrupting traditional businesses. That model is a platform and successful companies that utilize its power are transforming business, the economy and society.
More than 40 years ago, my high school chemistry teacher authored high school and college chemistry textbooks. During the school year, he updated our assignments based on the next version thereof. As an undergraduate and master’s student, I had some professors who provided us with pre-publication draft papers to supplement course texts. For most of my classes, however, syllabi changes were infrequent and usually only modified for page or chapter changes in the latest version of the same text utilized for years.
The eighth annual University of Pennsylvania Graduate School of Education (Penn GSE) Education Business Plan Competition, co-sponsored by the Milken Family Foundation, was held on campus on April 25. As a Penn GSE graduate, I have been involved with the competition as an early- or finals-round judge since its inception, and APUS has sponsored a major $20,000 Venture Path prize for the past six years.
In Whiplash: How to Survive Our Faster Future, Joi Ito, director of the MIT Media Lab, and Jeff Howe, assistant professor and founding director of the Media Innovation program at Northeastern University, accurately describe the state-of-the-art in technology through nine organizing principles whereby adaptive individuals and organizations can respond to ever-accelerating technology advancements. In the introduction, the authors write, “our technologies have outpaced our ability as a society to understand them [and] now we need to catch up.” They note that the principles are not intended to be rules or laws, but rather complementary, unranked guidelines for achieving this goal.
An opinion piece by Jeff Selingo last week in the Washington Post criticized colleges giving preference to alumni children. Let’s start with the irony of that criticism*. If a non-elite, non-selective college gave preferential admission to a child of an alumnus, no one would object. After all, non-selective schools admit nearly everyone. While the Post didn’t reference “elite” in the headline, the colleges cited include UVA, Harvard, Yale, Stanford and Princeton, most of which accept 10% or fewer of their applicants.
At the Duke Marine Lab in Beaufort, North Carolina, drones are used for many purposes ranging from photography of marine animals, weather and mapping to other oceanographic research and observation needs. The same autopilot system that guides the drones guides an autonomous ground rover, boat and submersible.
Over my past 15 years in online higher education, most related industry research came from the Sloan Consortium (now Online Learning Consortium, or OLC). Many higher education institutions did not offer online courses earlier on and many whose experience was limited to traditional classroom instruction were skeptical of the new format. As a result, OLC surveyed provosts annually to monitor changing perceptions of online education.