Innovation, disruption and platforms

How multi-sided platforms such as card networks get both sides on board at once.

A theory of modularity in design, applied to the history of the computer industry.

Treat patents as financial and strategic assets, not legal defences.

How Intel and others became and stayed leaders of technology platforms.

AI as a fall in the cost of prediction, and what that does to decisions and jobs.

Innovation platforms and transaction platforms, and what each needs to succeed.

Disruptors win by breaking one link in the customer's chain of activities.

Insider account: Lafley on making innovation a routine process.

IP as competitive strategy rather than legal housekeeping.

Business-model innovation as a discipline, with a profit-formula framework.

The maths of pay-per-use versus owned capacity.

The arithmetic of conversion rates, whales and lifetime value.

Designing the interaction that a platform is actually built around.

Practitioner account of how platform businesses capture a transaction.

Data economics of the shift from studios to streamers.

210 short pieces of business advice for a fast-changing early-1990s economy.

Cost-cutting can't produce growth; a company must stand out to win.

Why well-run firms lose to cheaper, worse products that enter at the market's bottom.

Economics for information goods: pricing, versioning, lock-in and network effects.

Irwin/McGraw-Hill case textbook

Run a tech company for shareholder value by funding its core advantage.

Why long-lived companies underperform the market, and how to transform them.

A manifesto to rebuild firms for an age of automated white-collar work and design.

Disruption theory used to forecast how industries will change.

Without shelf limits, sales of many niche products add up to rival the hits.

Why imitating others' innovations matters as much as innovating.

Games operator on retention, whales and the shape of monetisation curves.

How to anticipate change and create your own opportunities in business.

Customers hire products to do a job; innovate by finding the job, not the buyer type.

Why organisations kill breakthrough projects, and how structure can protect them.

How platforms create value by matching groups, unlike linear pipeline businesses.

How a company can build new businesses through low-end and new-market disruption.