ABSTRACT
Platforms are likely to change the way people work, are managed, get paid, share and collaborate, interact with others – humans and 'robots' – generate insights from data, and organize themselves to deal with world issues. Platforms provide a unique degree of flexibility, transparency and trust to their participants. Platform companies will change the way the author work, and leading these new organizations successfully will require very different management skills. Platforms typically need employees and leaders who understand and are able to harness dynamic network effects rather than staff who can optimize static processes. Platforms themselves may be able to adopt more collective governance models, such as modern forms of 'cooperatives'. A few sharing economy platforms have recently taken a stance to address the profit conundrum. Traditional business models have significant strengths that platforms are finding difficult to match. The Internet provides connectivity, with quasi ubiquitous coverage, and enabling platform business models in an increasing number of countries.
