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"Iansiti, Marco"
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Entry into platform-based markets
This paper examines the relative importance of platform quality, indirect network effects, and consumer expectations on the success of entrants in platform-based markets. We develop a theoretical model and find that an entrant's success depends on the strength of indirect network effects and on the consumers' discount factor for future applications. We then illustrate the model's applicability by examining Xbox's entry into the video game industry. We find that Xbox had a small quality advantage over the incumbent, PlayStation 2, and the strength of indirect network effects and the consumers' discount factor, while statistically significant, fall in the region where PlayStation 2' s position is unsustainable.
Journal Article
Developing Products on \Internet Time\: The Anatomy of a Flexible Development Process
Uncertain and dynamic environments present fundamental challenges to managers of the new product development process. Between successive product generations, significant evolutions can occur in both the customer needs a product must address and the technologies it employs to satisfy these needs. Even within a single development project, firms must respond to new information, or risk developing a product that is obsolete the day it is launched. This paper examines the characteristics of an effective development process in one such environmentthe Internet software industry. Using data on 29 completed development projects we show that in this industry, constructs that support a more flexible development process are associated with better-performing projects. This flexible process is characterized by the ability to generate and respond to new information for a longer proportion of a development cycle. The constructs that support such a process are greater investments in architectural design, earlier feedback on product performance from the market, and the use of a development team with greater amounts of \"generational\" experience. Our results suggest that investments in architectural design play a dual role in a flexible process: First, through the need to select an architecture that maximizes product performance and, second, through the need to select an architecture that facilitates development process flexibility. We provide examples from our fieldwork to support this view.
Journal Article
How the Incumbent Can Win: Managing Technological Transitions in the Semiconductor Industry
The paper reports on an empirical study of the management of technological transitions. It focuses on project-level mechanisms for the generation of knowledge through experimentation and for its accumulation through individual experience. It proposes a model that links these mechanisms to effectiveness in the management of revolutionary and evolutionary development approaches. This argument is tested with data describing projects conducted by all major competitors in the semiconductor industry. Each project was aimed at a technological transition, defined as the introduction of a major new generation of process technology. The analysis shows substantial differences among competitors in the approach taken (i.e., evolutionary vs. revolutionary) and results achieved. Additionally, it shows that individual organizations can migrate, over time, from evolution to revolution and vice versa. The analysis further indicates that accumulating experience and generating knowledge through experimentation are significantly associated with project performance. While product performance improvement through revolution is associated with research experience and with parallel experimentation capacity, improvement through evolution is associated with project experience and minimum experimental iteration time.
Journal Article
From Disruption to Collision: The New Competitive Dynamics
Iansiti and Lakhani discuss the new competitive dynamics. The collision between digital and traditional companies shows what happens when user needs are met by a new kind of operating model that digitizes some of the most critical tasks to deliver value. In the travel industry, customer needs haven't changed--travelers continue to need accommodations and experiences.
Journal Article
Shooting the Rapids: Managing Product Development in Turbulent Environments
This article explores the drivers of product development performance in a rapidly changing environment. Effective product developers in turbulent environments, such as Silicon Graphics and NEC, provide a contrast to traditional product development. They exhibit a development process characterized by extreme flexibility and responsiveness. This, in turn, hinges on the capability to gather and rapidly respond to new knowledge about technical and market information as a project evolves. Instead of focusing on execution and implementation, these companies' development process emphasizes the importance of the concept development stage, while keeping the product's specification fluid as late as possible in a project. This ensures the best match between system and component technologies, as well as the maximum flexibility to respond to changes.
Journal Article
Organization Design and Effectiveness over the Innovation Life Cycle
Differing bases of competition in early and later stages of an innovation's life cycle call for differing organization designs. Designs that fit early strategic contingencies tend to misfit later ones. Over time, innovating units must either minimize the negative effects of misfit, or make difficult changes in design. Using four paired case studies, we examine how firms address conflicts in strategic contingencies, how managers adjust to misfits, and how organizations adapt their designs. We find that firms use one of three adaptation modes, none of which is fully autonomous nor fully integrated, and all of which change over time. Each mode optimizes for one contingency while suboptimally attempting to address the other. The study suggests practical insights for researchers and managers.
Journal Article