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    Bank fail: How Rising Interest Rates Paved the Way for Silicon Valley Bank’s Collapse

    TrumpRx promised a supermarket for cheaper drugs but delivered a boutique 

    The Hidden Risk of Getting Paid in Stock Options 

    We’re Only Starting to Grasp the Pitfalls of Using A.I. at Work 

    It’s Google’s world. Regulators are just living in it. 

    Why this year’s World Cup is so pricey 

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    High costs push more Americans to rent instead of buy 

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    S1:E1 CVS Paying the “Pink Tax” on Certain Products and the Evolution of the Electric Vehicle Industry

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    S1:E1 CVS Paying the “Pink Tax” on Certain Products and the Evolution of the Electric Vehicle Industry

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    TrumpRx promised a supermarket for cheaper drugs but delivered a boutique 

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    We’re Only Starting to Grasp the Pitfalls of Using A.I. at Work 

    It’s Google’s world. Regulators are just living in it. 

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    Gen AI Could Fix Performance Reviews—or Make Them Even Worse 

    How Retailers Can Capitalize on the “Refund Effect”

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    How Retailers Can Capitalize on the “Refund Effect”

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Home Publications Harvard Business Review

Harvard Business Review: Digital Transformation Changes How Companies Create Value

Marshall Van AlstynefeaturingMarshall Van Alstyne
December 20, 2021
in Harvard Business Review, Publications
158
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Harvard Business Review: Digital Transformation Changes How Companies Create Value

Digital Transformation and Digitalization Technology concept on Abstract Background

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Digital transformation is rethinking the source of value creation, and the structure of the organization’s business model. In this new economy, more times than not value creation comes from outside the firm from external partners rather than internal employees. Marshall Van Alstyne, Questrom Professor of Management in Information Systems, co-authored an article in the Harvard Business Review that calls this new production model an “inverted firm”. This organizational structure change affects the technology but also the managerial governance that attends it. Organizational leaders must understand and undertake partner relationship management, partner data management, partner product management, platform governance, and platform strategy.

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Marshall Van Alstyne

Marshall Van Alstyne

Marshall Van Alstyne is the Allen and Kelli Questrom Professor in Information Systems. He is one of the leading experts in network business models. He conducts research on information economics, covering such topics as communications markets, the economics of networks, intellectual property, social effects of technology, and productivity effects of information. As co-developer of the concept of “two-sided networks” he has been a major contributor to the theory of network effects, a set of ideas now taught worldwide. His co-authored article on the subject is a Harvard Business Review top 50 of all time. Awards include two patents, National Science Foundation IOC, SGER, SBIR, iCorp and Career Awards, and eight best paper awards. Articles or commentary have appeared in Science, Nature, Management Science, Harvard Business Review, The New York Times, and The Wall Street Journal.

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