headerdesktop  engwktr12aug

MAI SUNT 00:00:00:00

MAI SUNT

X

headermobile engwktr12aug

MAI SUNT 00:00:00:00

MAI SUNT

X

Promotii popup img

-20%-35% la TOATE Cartile in limba Engleza

TRANSPORT GRATUIT

la comenzile de peste 50 lei!

Comanda acum!
Close

The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace

The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace - Mauro F. Guill�n

The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years.

In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms.

In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy.

In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the "Apple of toys"; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.

Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.

Citeste mai mult

-20%

transport gratuit

86.93Lei

108.66 Lei

Sau 8693 de puncte

!

Fiecare comanda noua reprezinta o investitie pentru viitoarele tale comenzi. Orice comanda plasata de pe un cont de utilizator primeste in schimb un numar de puncte de fidelitate, In conformitate cu regulile de conversiune stabilite. Punctele acumulate sunt incarcate automat in contul tau si pot fi folosite ulterior, pentru plata urmatoarelor comenzi.

Livrare in 2-4 saptamani

Stiai ca in luna august ai Ridicare Personala Gratuita, indiferent de optiunea selectata?
Ridicare Personala GRATUITA!

easybox / Ship&Go TOATA luna August!

Descrierea produsului


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years.

In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms.

In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy.

In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the "Apple of toys"; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.

Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.


Digital platforms are changing the rules of competition in the global economy. Until recently, it took Fortune 500 companies an average of 20 years to reach billion-dollar market valuations. Successful platforms now reach that milestone in an average of four years. In The Platform Paradox: How Digital Businesses Succeed in an Ever-Changing Global Marketplace, Wharton professor Mauro F. Guill�n highlights a key incongruity in this new world. Most platforms considered to be successful have triumphed in only some, rather than all, parts of the world. There are very few truly global digital platforms. In more than three decades of studying multinational firms, Guill�n has found they often misunderstand key aspects of what it takes to succeed globally, from culture and institutions to local competitive dynamics and pursuing markets in a logical sequence. Seeing multibillion-dollar companies like Amazon flounder in certain markets has led Guill�n to research what it takes to create a successful global strategy. In The Platform Paradox, Guill�n details:

  • How the COVID-19 pandemic has accelerated digitization and forced companies like Airbnb to pivot and adapt;
  • How platforms like Tinder and Uber have used local advantages to grow rapidly in different countries;
  • How traditional companies have transformed themselves into digital platforms, like Lego undertaking a digital revolution to emerge from bankruptcy and become the Apple of toys; and
  • The possibilities and limits to global expansion, as illustrated by companies like Zoom and Skype.
In The Platform Paradox, Guill�n offers an integrated framework for these platforms to identify and implement a digital platform strategy on a truly global scale.

Citeste mai mult

Detaliile produsului

De pe acelasi raft

Parerea ta e inspiratie pentru comunitatea Libris!

Noi suntem despre carti, si la fel este si

Newsletter-ul nostru.

Aboneaza-te la vestile literare si primesti un cupon de -10% pentru viitoarea ta comanda!

*Reducerea aplicata prin cupon nu se cumuleaza, ci se aplica reducerea cea mai mare.

Ma abonez image one
Ma abonez image one