"赋能数字经济：世界经济论坛平台和生态系统"

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The document "Platforms and Ecosystems: Enabling the Digital Economy" by the World Economic Forum discusses the importance of platforms and ecosystems in driving the digital economy. The digital economy is a rapidly growing sector that is reshaping industries and creating new opportunities for businesses and consumers. Platforms play a key role in this new economy by connecting different stakeholders and facilitating transactions and interactions. Ecosystems, on the other hand, are complex networks of interconnected businesses, individuals, and technologies that work together to create value. The document emphasizes the need for businesses to adapt to the digital economy by leveraging platforms and ecosystems to drive innovation and growth. It highlights the benefits of platforms, such as scalability, access to new markets, and the ability to leverage data and analytics to improve customer experiences. Ecosystems, on the other hand, enable collaboration and co-creation, allowing businesses to tap into the expertise and resources of others to drive innovation and create new value propositions. The World Economic Forum encourages businesses to adopt a platform-based business model and to actively participate in ecosystems to stay competitive in the digital economy. The document provides case studies of successful platform businesses, such as Amazon and Alibaba, and highlights the key principles for building and managing platforms effectively. It also discusses the challenges and risks associated with platforms, such as data privacy and security concerns, regulatory issues, and competition. Overall, the document emphasizes the transformative power of platforms and ecosystems in enabling the digital economy and driving innovation and growth. Businesses that embrace these new models and technologies will be better positioned to succeed in the digital age and to create value for their customers and stakeholders.

6 Platforms and Ecosystems: Enabling the Digital Economy

Executive summary

Digital platforms are expanding across economies,

reshaping the business models of a wide range of

industries, from ﬁnance and healthcare to media and retail,

while creating fundamentally new divisions of public and

private responsibility. The companies driving this trend are

diverse and disparate. Some are start‑ups, others are giants

of the digital economy. Others, still, are traditional ﬁrms that

are adapting to a more digital world by adopting an active

platform and ecosystem strategy.

This brieﬁng paper forms part of the World Economic Forum

System Initiative on Shaping the Future of Digital Economy

and Society, initiated against a backdrop of complexities

brought about by digital platforms and ecosystems.

Signiﬁcant changes have come from diverse angles at the

macro and micro levels, affecting commercial and ﬁnancial

models, employment, and societal or regulatory issues.

The project examines how digital platforms and ecosystems

are created, nurtured, managed and governed, and the

intelligence gathered is as critical to the private sector as it

is to the public sphere.

The ﬁrst chapter by Boston University’s Marshall Van

Alstyne includes a simple chart showing the striking pace

of growth of platform‑based companies compared to their

established competitors. The stories these companies tell

demonstrate the myriad advantages of digital platforms.

Most striking is the model itself, which rejects traditional

paths to scale (i.e. selling more and more for less and less)

in favour of one that measures success by the number of

users in the community.

This “network effect” inverts the ﬁrm, shifting production

from inside the ﬁrm to outside. In contrast with 20th‑century

industrial giants, companies with platforms do not merely

create value themselves, they orchestrate value creation by

outside users. In this inverted model, the platform is more

important than the product. The platform value appreciates

through repeated and broader use, and it increases with

positive feedback, eventually dominating the static or

declining value of the product.

Because the users are themselves the producers and the

company serves as facilitator, the inverted model redeﬁnes

traditional public‑private interaction models, while calling

for an openness that managers raised on traditional

competitive dynamics ﬁnd difﬁcult to grapple with.

However, once scale is achieved, the digital ecosystems are

extraordinarily powerful.

In the second chapter, Michael G. Jacobides of the London

Business School examines how the digital platform is

changing the way companies think about how the end

customer and private partners deliver policy objectives.

Robust ecosystems comprise many stakeholders, including

suppliers and producers from the private sector, customers

as innovators, and government and regulatory bodies from

the public sector.

In this interconnected modular digital world, acting alone

is too onerous for most companies. Indeed, working

collaboratively – to complement, adjust and support joint

efforts – is essential to leveraging digital ecosystems. And

tomorrow’s public‑sector goals reﬂect broader, systemic

needs that require the variety of skills, assets and expertise

that ecosystems offer. Since such variables as geography,

the regulatory environment and competition affect the

ecosystem strategy, the optimal solution often lies in

having multiple ecosystems, each tailored to speciﬁc local

operating needs.

This level of complexity has its downside. Digital

ecosystems can mimic organic organisms by growing in

unpredictable directions, depending on where they ﬁnd

the most nourishment. Containment is necessary through

strong frameworks to ensure that the broader societal

implications receive appropriate consideration.

The third chapter, by New York University’s Arun

Sundararajan, delves deeper into the shifting landscape

of trust and the fundamental redeﬁnition of institutional

and societal governance. Never before has the public

been asked to place so much conﬁdence in corporations;

correspondingly, the reliance of global trust models

on vast streams of unﬁltered consumer inputs is also

unprecedented. This evolving dynamic is causing a radical

redeﬁnition of boundaries between the public and the

private, between regulators and the regulated, and between

citizens and their governments.

In this time of transition, reﬂecting a progression from

top‑down or vertical trust to horizontal or peer‑to‑peer trust,

the governance of digital platforms is determined as much by

the broader user communities (with some help from artiﬁcial

intelligence) as it is by overseers. The public‑private landscape

is reshaped radically and, as complexity grows, the policy

framework evolves. The blossoming of new opportunity

reﬂects greater societal responsibility for private and digital

actors. The chapter highlights six critical choices, from

neutrality, oversight and transparency to fairness, data rights

and due process, each a central determinant of whether

platforms and ecosystems can retain public trust over time.

Finally, the fourth chapter considers the recurring theme

– how digital platforms redeﬁne public and private

relationships and responsibilities – in a co‑authored section

by our business school academics. As digital progress

increasingly melds the public and private spheres, platforms

and ecosystems bring a dynamic set of complementors

from the private sector to engage with the public sector.

The existing and emerging ﬁelds in which platforms

can deﬁne and demonstrate the efﬁcacy of the new

public‑private liaison are numerous. The most promising

include managing mobility, providing healthcare, renewing

infrastructure, regenerating urban areas and countering

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