2025 IDE Platform Strategy Summit Report

PLATFORMS
(ALMOST)
EVERYWHERE
MIT PLATFORM
STRATEGY SUMMIT REPORT
2025

PLATFORMS (ALMOST) EVERYWHERE
MIT PLATFORM STRATEGY SUMMIT REPORT 2025
CONTENTS
page 3 / OVERVIEW & OUTLOOK
At the 13 th edition of the MIT Platform
Strategy Summit, co-chairs Peter C. Evans,
Geoffrey Parker and Marshall Van Alstyne
make the case that every B2B company
needs a platform strategy. And Lynn Wu
of Wharton turns the AI stack on its head,
showing a surprising level of vendor
domination.
Albert Scerbo, the IDE’s Associate Director, welcomes
Summit attendees.
page 5 / WHO’S IN CONTROL?
In this era of AI, the topics of data ownership and control are top-of-mind. This wide-ranging panel
discusses platforms, data rights and the rise of agentic AI systems that can make decisions without
human intervention.
page 7 / FIRESIDE CHAT WITH BETTINA ROTERMUND
The Senior VP of Siemens Xcelerator Strategy discusses the power—and challenges—of B2B platform
ecosystems. Industrial giant Siemens has developed a portfolio of software, services and hardware to
help its staff, suppliers and customers achieve digital transformation.
LOOK FOR THE ICON TO WATCH VIDEOS OF THE FULL SESSIONS
1

Platform Strategy Summit 2025 co-chairs (from left) Marshall Van Alstyne, Peter C. Evans
and Geoffrey Parker.
page 9 / THE CIRCULAR ECONOMY
Platforms can now help organizations manage critical materials such as EV batteries, industrial
magnets and rare-earth metals. Platforms can also lead to greater participation in the circular
economy, which aims to ease resource scarcities, trade tensions and environmental concerns.
page 11 / ENERGY TRANSITION
As society moves to a low- or even no-carbon energy economy, B2B platforms can play a vital
role. But questions remain. Among them: How will our new energy ecosystems operate? And
can utility companies adapt to such a dramatic change?
page 13 / FIRESIDE CHAT WITH ALAN DAVIDSON
The Head of Government Affairs at Databricks and former U.S. Assistant Secretary of
Commerce sounds off on platforms, power and geopolitics. He also responds to provocative
questioning from IDE Co-Director Andrew McAfee.
page 15 / BOOK SNEAK PEEK
The authors of the landmark book, Platform Revolution, preview its successor,
Platform Domination. Set for publication in 2026, the book will explore changes
to the platform ecosystem that include new regulations, new barriers to
information flow and new applications powered by Generative AI.
page 16 / RELATED RESOURCES & MORE
IDE researchers have published papers on structuring B2B platforms, platform growth
opportunities and more. Plus, learn about the IDE’s partners and sponsors, and discover ways to
keep abreast of the latest research.
2

Who Needs a Platform?
Almost Everyone
As platform ecosystems grow, AI, the circular economy and other
trends are dramatically shaping the future.
MARSHALL VAN ALSTYNE
SUMMIT CO-CHAIR;
PROFESSOR, BOSTON UNIVERSITY;
DIGITAL FELLOW, MIT IDE
GEOFFREY PARKER
SUMMIT CO-CHAIR;
PROFESSOR, DARTMOUTH COLLEGE;
DIGITAL FELLOW, MIT IDE
LYNN WU
ASSISTANT PROFESSOR, WHARTON
PETER C. EVANS
SUMMIT CO-CHAIR; SENIOR
ADVISOR, ENTERPRISE STRATEGY
CAPITAL GROWTH PARTNERS
ABOVE: Co-chair Parker holds forth with fellow panelists
(from left) Evans, Wu and Van Alstyne on deck.
The 13 th edition of the MIT Platform Strategy
Summit recently convened in Cambridge, Mass.,
with attendees and speakers from academia,
business and the public sector. All shared a
common interest in the way platforms—open
architecture systems that follow rules of
governance and facilitate interactions among
various parties—are transforming business,
communications and more.
This year’s Summit also reflected the growing
impact of artificial intelligence, the urgent
importance of developing a circular economy and
the rising tensions of geopolitics.
AI GETS SMARTER
The impact of AI on platforms could be huge, cochair
Marshall Van Alstyne told attendees during
the day’s first session. He believes the promise of
3

agentic AI—intelligent agents that can make decisions and take actions without human intervention—
is likely to be fulfilled. “Your next customer may not be a human,” Van Alstyne said. “It might be an
agentic AI agent.”
One advantage of new agent-to-agent (A2A) platforms could be greater network effects. That’s where
more sellers attract more buyers, and vice versa. Despite their advantages, for many B2B platforms,
network effects have proven elusive. “There are very few big business transactions,” Van Alstyne
explained. That could change if and when companies control virtual armies of AI agents. “That may
create massive network effects, as agents learn from other agents,” he added.
Another promise of AI has been lower costs, especially for tasks such as software coding. But as co-chair
Geoffrey Parker explained, the situation is more complicated than it might seem. While AI has been
shown to deliver big gains in coding, most of this research has been conducted in experimental settings.
In the real world, the ending isn’t always as favorable: One company interviewed by Parker and his
colleagues said its AI generated 50 gigabytes of code that was completely unusable.
HOW THE STACK STACKS UP
Lynn Wu of Wharton took a deeper dive by
examining the AI stack. As she explained, the
Generative AI stack starts with computer
chips, mostly GPUs, with most coming from
Nvidia. Then come the cloud platforms,
followed by the models, such as GPT. On the
very top are applications.
Wu, who also holds a doctorate from MIT
Sloan, showed how the AI stack is surprisingly
concentrated. In the United States, she
pointed out, all four layers are dominated by
just three vertically integrated companies:
Google, Amazon and Microsoft (Figure 1).
“When you have a vertically integrated stack,
it’s great for efficiency,” Wu said. “But when it’s
concentrated with a few players, you’re indebted
to what they do.”
FIGURE 1: Lynn Wu’s U.S. GenAI stack shows
vertical domination.
CLOSING THE CIRCLE
During the opening session, Summit co-chair Peter C. Evans focused on how platforms can help scale
the circular economy to help counter climate change, reduce pollution and waste, and promote the
recycling and reuse of materials and products such as laptops and phones. “You can’t run a company
without digital assets,” Evans said, “so every company in the world needs a platform strategy.”
4

Who’s In Control?
Platforms, data rights and the rise of agentic AI.
STEVE ANDON
CREATOR, RETURNCENTER
DAVID LECKSTEIN
SENIOR MANAGING DIRECTOR OF
TECHNOLOGY, NORTH AMERICA,
ACCENTURE
VIVEK MOHINDRA
SENIOR VP OF CORPORATE STRATEGY,
DELL TECHNOLOGIES
RUDINA SESERI
FOUNDER AND MANAGING PARTNER,
GLASSWING VENTURES
MARSHALL VAN ALSTYNE
SUMMIT CO-CHAIR;
PROFESSOR, BOSTON UNIVERSITY;
DIGITAL FELLOW, MIT IDE
In this era of artificial intelligence, the
topics of data ownership and control are
top-of-mind. For example, does the owner
of data used to train an AI model still own
that data after it’s been incorporated?
In this wide-ranging panel, Rudina Seseri,
founder of tech venture-capital firm
Glasswing Ventures, offered a surprising
perspective on the ownership question. “I
could care less about data ownership,” she
said. “Just let me have access to the data
so we can train the model. Once the model
has been trained, you’ve extracted what
you need.”
David Leckstein, a 28-year veteran of
Accenture, spoke about data rights,
especially in the context of a new dilemma
ABOVE: Summit co-chair Van Alstyne keeps the questions coming for panelists (from left) Mohindra, Seseri, Leckstein
and Andon.
5

his company faces. “Our clients increasingly want data-driven insights based on the
experiences of other clients,” he said. “But when it comes to their data, they don’t want
anything to leave their own four walls.”
To get around this dilemma, Accenture aims for total transparency with its clients, and it’s
also rewriting data-usage rules. This involves not only identifying and protecting clients’
trade secrets, but also transforming their company-specific data into generalized learnings.
“We’re showing clients that we want their learnings, not their artifacts,” Leckstein said.
“And then we’re working to gain their agreement.”
BRINGING AI TO THE DATA
Panelist Vivek Mohindra of Dell proposed a new way of executing AI workloads: Instead
of bringing data to AI—as is usually done today—bring AI to the data. This shift is needed,
he explained, for two main reasons. One, over 80% of all data now sits outside of the public
clouds, meaning it’s already distributed at the edge. And two, devices at the edge generate
huge quantities of new data, literally exabytes every year.
“Transporting this massive amount of data to a central location poses security and cost
implications, plus the compute available in centralized clouds tends to be relatively
expensive,” Mohindra said. “If you look instead at all the compute performance of edge
devices—such as PCs with GPUs—you have a pretty good footprint to economize on the
energy and cost of executing AI workloads.”
Weighing in on AI’s biggest impact, Steve Andon, founder of ReturnCenter, which helps
businesses and consumers collect and ship recyclable electronics, put it this way: “In a word,
it’s speed. The advent of AI has essentially speeded up everything we do.”
THE CIRCULAR LIFE CYCLE
That includes dramatically shorter life cycles for computing devices, Andon said. That’s
why ReturnCenter is working on an agentic AI model. By analyzing data associated with
devices, the AI model will predict when those devices might fail, then make connections
with its downstream ecosystem. Users will be able to “capture a snapshot of not only when
that device was produced and where it is, but all the components that go with it,” Andon
said. All this data can be knitted together to provide what he called “a circular life cycle of
what happens to all the components.”
Andon told attendees that one key responsibility of a platform owner is creating how
AI agents function as they analyze unstructured data, turn it into structured data, and
communicate with each other. “The concept of governance and control,” he added, “is the
critical thing.”
6

Fireside Chat: Bettina Rotermund
At Siemens, B2B ecosystems have the power.
BETTINA ROTERMUND
SENIOR VP, SIEMENS XCELERATOR
STRATEGY
MARSHALL VAN ALSTYNE
SUMMIT CO-CHAIR;
PROFESSOR, BOSTON UNIVERSITY;
DIGITAL FELLOW, MIT IDE
Building a B2B platform isn’t for the faint
of heart. The challenges include defining
the platform owner’s role, creating
a strategy for ecosystem partnering,
and setting governance rules. “A lot
of companies have scars in setting up
enterprise systems,” said Summit co-chair
Marshall Van Alstyne. While industrial
giant Siemens is among them, the company
also has “beautiful wins on how to actually
make these platforms work,” he said.
Bettina Rotermund leads Siemens
Xcelerator Marketplace, a portfolio of
software, services and hardware that helps
companies drive digital transformation.
In this role, Rotermund has demonstrated
how to get things done right. The
Xcelerator platform, established in 2022,
today boasts 1,500 offerings, about a third
of them supplied by some 500 partners.
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To deliver that growth, Rotermund centered
everything around Siemens’ customers.
Partners were brought in because Siemens
realized it could not serve every customer
need along the entire value chain.
But to successfully incorporate other
players into the platform, Siemens had
to invest in partners, be open to gain
speed and invite its own ecosystem
members to participate in the marketplace.
Ultimately Siemens benefitted from the
flywheel effect, creating mutual trust
among members. That included forming
an Xcelerator advisory council that
comprised partners, sellers, customers and
others. In addition, Siemens maintains
rigid processes to prevent misuse of the
platform. “We hope that trust, as the
currency of any platform, is then delivering
the beautiful results,” Rotermund said.
intuitive thing to do,” Rotermund said.
“But this is essential if you want to create
something that’s really meaningful.”
Siemens is also investing in a large
language model (LLM) for the
manufacturing industry. The goal: provide
AI for computer-aided design (CAD)
workloads, extending beyond IT into the
physics of operational technology (OT).
For example, providing AI agents to help
operate digital twins can lead to scrap
reductions of up to 97%, Rotermund said.
However, to build this LLM, Siemens
realized it would need training data
even more diverse than the terabytes its
own global factories could provide. To
deepen the data pool, Siemens turned to
Xcelerator’s customers. Those who share
their data now will be able to use the
model for free.
PARTNERING FOR REAL-WORLD VALUE
The Xcelerator platform is also encouraging
collaboration among companies that
otherwise compete, and one area of this
collaboration is digital passports. These
digital records, which provide information
on a product’s life cycle, will soon be
mandated by the European Union for
certain products. To facilitate the adoption
of digital passports, Siemens Xcelerator is
bringing together vendors to provide data
for the passports. Siemens, along with
BASF, BMW, CATL and Henkel—some of
which are competitors—have co-founded
a blockchain-based system to share data
for digital passports on Xcelerator. “We’ve
heard that sharing data is not the most
Sharing data may not seem intuitive, but it’s essential
nonetheless, said Rotermund of Siemens.
8

The Circular Economy
Platforms can help organizations not only manage, but also
secure critical materials.
MAIRE CALLANAN
VP OF COMMERCIALIZATION,
ALTA RESOURCE TECHNOLOGIES
JACK JIA
CIRCULAR CLOUD SOURCING
AND OPERATIONS, MICROSOFT
SEAN MILES
CO-FOUNDER AND CEO,
RECYCLE GLOBAL EXCHANGE (RGX)
KATIE SCHINDALL
VP OF DECARBONIZATION,
SCHNEIDER ELECTRIC
PETER C. EVANS
SUMMIT CO-CHAIR AND PANEL
MODERATOR; SENIOR ADVISOR,
ENTERPRISE STRATEGY CAPITAL
GROWTH PARTNERS
ABOVE: Sean Miles of RGX (far right) explains his
approach to recycling and reuse to panelists (from left)
Jia, Schindall and Callanan.
Recycling and reuse involve a lot more
than just tossing your empty bottles in
the right-colored bin. Both are now supply-chain
priorities for large corporations
and small startups alike.
This panel discussion centered on how platforms
can help organizations both manage
critical materials—such as EV batteries,
industrial magnets and rare-earth metals—
and participate in the circular economy,
which aims to ease resource scarcity, trade
tensions and environmental concerns.
“Can platforms be brought to bear to
address this issue?” asked moderator Peter
C. Evans. “That’s the fundamental question.”
FACILITATING CLOSER CLEANUPS
Panelist Sean Miles came up with the
idea of his recycling and reuse platform,
Recycle Global Exchange (RGX), during the
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pandemic. Companies looking to dispose of
materials were often shipping them over
long distances. “We saw a lot of material
going too far for disposal,” Miles explained.
To combat that, RGX created an approach
that combines the best of regional and
local approaches to the disposal of
materials from telecom, mobility and other
systems. It vetted some 300 recyclers and
other suppliers. Now, when a customer has
materials it wants to dispose of, RGX can
find a recycler or buyer within 60 miles of
their location.
“The marketplace is connecting people
that have the material with people who
want to process or buy the material,” Miles
said. “Then everything is tracked in our
system to make sure customers have the
compliance, job tracking and financials.”
MICROSOFT’S B2B PLATFORM
Circular platforms are being built and run
by large companies, too. For one, Microsoft
has built its Circularity Hub to connect
internal buyers with external suppliers.
As Jack Jia explained, the platform is
essentially the supply channel for the
entire Microsoft cloud.
Microsoft built its own B2B platform
because the company is “hyper on
regulations and compliance,” Jia said. “We
interact with so many regions, so many
nations, we want to make sure we truly
know all the suppliers we’re dealing with.”
The Circularity Hub puts Microsoft ahead
of many other companies when it comes
to recycling and reuse. Innovation drives
progress, profitability and discovery,” Jia
said. “That’s where you get results.”
ELECTRIFYING PLATFORM MARKETS
Another big company, Schneider Electric,
has also developed platforms for material
reuse and recycling. As Katie Schindall
explained, Schneider Electric aims to
reduce the environmental impact of
both its own products and those of its
customers and partners. “We have direct
connections to feed our recycled feedstock
into our partners’ supply chain, and then
back into ours,” Schindall explained.
Creating a circular platform is one thing
for a $45 billion corporation like Schneider,
but something quite different for a small
startup like Alta Resource Technologies.
Using a proprietary process, Alta grows its
own protein and resin that can separate
elements from a magnet in a single
pass. Compared with more traditional
approaches of ore extraction, Alta’s is far
more precise, cleaner and higher yielding,
Maire Callanan said.
But creating a new market for magnets
comes with a tough challenge. “How do I
convince a company like Microsoft that
they’re sitting on a gold mine?” Callanan
asked. “That they can take their end-of-life
assets that typically go into a disposition
stream and [instead] incentivize people to
disassemble a magnet?”
Platforms can help, in part by addressing
what Callanan called “information
asymmetry.” Without a market for used
magnets, prices are difficult to set. “When
I think about a platform, I think about
info transparency,” she said. “That’s what I
need…to make this system real.”
10

Energy Transition
How platforms can power the future.
MIRANDA BALLENTINE
CHAIR, FOUNDATION FOR ENERGY
SECURITY AND INNOVATION
STINA BROCK
CEO, DERAPI
VANESSA CHAN
VICE DEAN,
INNOVATION AND ENTREPRENEURSHIP,
PENN ENGINEERING
RANDY SPOCK
LEAD, CARBON CREDITS AND
REMOVALS, GOOGLE
GEOFFREY PARKER
SUMMIT CO-CHAIR AND PANEL
MODERATOR; PROFESSOR,
DARTMOUTH COLLEGE; DIGITAL
FELLOW, MIT IDE
ABOVE: Randy Spock of Google (second from right)
promoted collective action to (from left) moderator
Parker and panelists Chan, Ballentine and Brock.
The gears are in motion for platforms to
help accelerate the transition to a low- and
no-carbon energy economy. But questions
remain. Among them: How will these new
energy ecosystems operate? And can utility
companies adapt to such a dramatic change
in energy production and distribution?
Today, a multitude of companies, from the
retail to the tech sector, are growing into
providers that consume electrons as part
of energy services they manage or deliver.
Even consumers can get into the act, with
an estimated 50 million distributed energy
resources at U.S. residential homes alone.
“We no longer have to buy energy from one
company,” Miranda Ballentine of the FESI
told Summit attendees. “But who’s going to
own that ecosystem? Who’s going to own
the data? And who’s going to manage that
data?”
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Those questions are pressing because the
traditional U.S. power grid is one of the
smartest on the planet. Will it be disrupted
as other parties sell energy through
platforms run by Google, General Motors
or others? “I don’t think we’ve figured that
out yet,” Ballentine answered. “That’s where
regulators are stepping in—to ask, ‘How can
we do this in a way that’s efficient and lowcarbon
without disrupting this finely tuned
national machine?’”
CREATING AN ACCELERATION BOOST
One of the ways platforms can speed
the commercialization of clean energy
technology is with crowdsourcing the risk,
said Vanessa Chan of Penn Engineering.
This could both help to finance ecosystems
and choose one winning technology for
a particular clean option, such as small
modular reactors, and then sourcing that
out to parties.
Chan urged tapping into resources such
as the federal Loan Programs Office,
philanthropists and the insurance industry
for risk-mitigation strategies and offtakers.
(In an off-take agreement, a buyer
commits to purchasing all or a significant
portion of a seller’s future production.)
“I love what the hyperscalers are doing,”
Chan said, “because they’re willing to go for
long-term off-take agreements when the
technology isn’t quite there.”
Randy Spock of Google agreed on the need
for collective action. As big as Google is, he
said, “we’re a small crumb of what needs to
be this overall pie of a solution. So how can
we create the platform through our actions
Miranda Ballentine asked: Who will manage an increasingly
complex energy ecosystem?
that helps others come along?” Spock
also said the approach is the same on the
energy side and on the carbon credits and
removal side: That approach is “defining
what good looks like,” he said. “It’s creating
sort of a common standard around that.
And then it’s bringing others along to be
inspired by some of the things that maybe
we are risk tolerant enough to do first.”
Stina Brock of Derapi, a data infrastructure
company for distributed energy that serves
platform companies, argued for a grid
that considers both a technological and
business perspective. In her vision, devices
ranging from solar batteries to EV chargers
would participate in the grid. That way, she
added, “we can move toward a grid that has
a lot of flexibility and is more resilient and
sustainable.”
To do this, Brock explained, utilities will
need to change their business models so
they can support many of the resources
they already have in the distribution grid.
That way, Brock added, “they can serve the
load right where they’re at.”
12

Fireside Chat: Alan Davidson
Platforms, power and geopolitics: strange bedfellows?
ALAN DAVIDSON
HEAD OF GOVERNMENT AFFAIRS,
DATABRICKS; FORMER U.S. ASSISTANT
SECRETARY OF COMMERCE
ANDREW McAFEE
CO-DIRECTOR, MIT IDE
To help close this year’s Platform Strategy
Summit, Andrew McAfee of the IDE began
his fireside chat with Alan Davidson by
asking: What gives the United States its
astonishing technology ecosystem, which
certainly includes digital platforms?
“Even in this moment of geopolitical
conflict,” Davidson replied, “the technology
companies we’ve created and our place in
the technology revolution are the envy
of the world.” He credited the U.S. for
having one of the world’s freest economies,
investing in a superior university system
and setting a governance structure that
also promotes innovation. “Now we want
to make sure we continue to be that place,
that beacon for talent,” Davidson added.
ABOVE: Alan Davidson, former U.S. Assistant
Secretary of Commerce (on left), speaks; IDE Co-
Director Andrew McAfee thinks it over.
To do so, Davidson said, the United States
will need to bolster its control over the
13

technological advances such as AI that may create or intensify social problems. These
improvements should include making the internet safer for children, dealing with
misinformation and other problematic content, protecting privacy and ensuring
cybersecurity.
Unfortunately, other countries may not trust us to take the lead in setting new rules
for AI, since we have fallen short on social media governance, Davidson believes. To
counter this mistrust, “we need to build up our governance muscles,” he said.
One such muscle could be a new baseline privacy policy. “If you had told me 25 years
ago that we wouldn’t have a national privacy policy, I’d have said that’s crazy. Of course
we will. We’ll have to. Data will be too important,” Davidson said. “And yet we don’t.”
COLLECTIVE INVESTING
The two-way chat also touched on geopolitical competition from foreign adversaries
whom Davidson described as “very, very savvy.” Maintaining global leadership, he
added, will require a societal investment beyond what the market would do on its own.
As an example of the kinds of investments that are needed now, Davidson cited
the U.S. Chips Act, which included earmarking roughly $50 billion to return chip
manufacturing to the country. He also referred to the 2021 Bipartisan Infrastructure
Law, where the U.S. Congress allocated $48 billion to ensure every American has access
to affordable and reliable high-speed broadband.
“Those were really big bets,” Davidson said. “When you’re managing a $30 trillion
economy, occasionally there are things where we need collective action as a society.”
While McAfee agreed that an industrial policy was appropriate for issues of national
security, he pushed back on its other aspects. “I hear you say there are things the market
won’t do….and it strikes me that that market did start providing ample bandwidth
from space with this constellation of Starlink satellites overhead,” he said. “I think you
could have saved a lot of money by giving people in rural America Starlink.”
Davidson countered that as of 2022, there were still millions of households across the
country that did not—could not—get high-speed internet service, “It was not clear—
and it’s still not clear—that Starlink could always provide that, and provide that at
scale,” he said. (Exactly one week after the Platform Summit, Starlink suffered a service
outage that reportedly affected nearly 60% of its U.S. users.)
Pushed further, Davidson explained: “We’re talking in excess of 10 million households.
And Congress was only going to do this once…so you really needed to make this a
network that’s going to be resilient over time.”
14

BOOK SNEAK PEEK:
“PLATFORM DOMINATION”
It’s been close to 10 years since Geoffrey
Parker, Marshall Van Alstyne and Sangeet
Paul Choudary published Platform
Revolution, their authoritative book on the
role of online platforms. It’s since been
translated into multiple languages.
Now get ready for their new look at the
platform economy: Platform Domination,
scheduled for publication in 2026. Why a
new book? “Because platforms still matter,”
Parker told Platform Summit attendees
during a special sneak peek presentation.
“The business model is still relevant, and it’s
starting to increasingly permeate in lots of
different industries.”
But a lot has changed in the platform
ecosystem since 2016. That includes new
regulatory interventions, new barriers to
information flow, and new applications
powered by Generative AI. Also, after
nearly a decade of work with platform
companies, the authors saw that more
parties are participating in the platform
economy, either as consumers or providers,
with some of the latter group mounting
their own platforms and others embedding
products and services in the platforms
of others.
Parker said the new book will also update
core platform basics, such as network
effects—especially data network effects.
There will be no need to read the first book
if you haven’t yet.
The authors also promise their new
book will give readers a framework for
answering tough platform questions. For
example, will a particular market transform
into a platform at all? And if so, can your
organizations become one of the market’s
platform providers? As Van Alstyne told
Platform Summit attendees, the new book
will help readers answer these and other
questions with “a set of intellectual tools
that help frame the space and make it
valuable.” That’s a goal well worth
the wait.
Download a sample chapter of
PLATFORM DOMINATION.
15

THANK YOU
CORPORATE SUPPORTERS
The IDE’s research and programs are made possible
by corporate support from Accenture, Autodesk,
Commonwealth Bank of Australia, Dell Technologies,
Google.org, Gordian, Intelmatix, Microsoft, Nasdaq,
Netflix, SAP, Starr Insurance and TDF Ventures.
RELATED RESOURCES
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governance choices.
By Didier Bonnet, Geoffrey Parker, Georgios Petropoulos,
Leonardo Serra
Sloan Management Review, April 2025
Are You Missing Growth Opportunities for Your Platform?
If so, here are four ways to scale.
By David J. Bryce, Jeff Dyer, Marshall Van Alstyne
Harvard Business Review, May-June 2025
The Hidden Costs of Coding with Generative AI
Careless deployment creates technical debt.
By Edward Anderson, Geoffrey Parker, Burcu Tan
Sloan Management Review, August 2025
PLATFORM STRATEGY SUMMIT CO-CHAIRS
Peter C. Evans, Geoffrey Parker, Marshall Van Alstyne
IDE STAFF
David Verrill, Albert Scerbo, Tammy Buzzell, Aileen
Menounos, Erin Palumbo, Santiago Navarro, Carrie
Reynolds, Joanne Batziotegos
Toward Efficient Data Sharing in Platform Markets
A proposal for the in-situ data right, allowing third parties
to create new platform value with user permission.
By Bertin Martens, Geoffrey Parker, Georgios
Petropoulos, Marshall Van Alstyne
National Law Review, June 2025
The Platform Professional
Exploring digital platforms, platform strategy and the
rise of circular platforms.
A Substack by Peter C. Evans
CONNECT WITH THE MIT INITIATIVE ON THE DIGITAL ECONOMY (IDE)
Meet Us on Medium
Read blog posts on the latest IDE research and researchers.
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THIS REPORT
Editorial: Peter Krass, Jennifer Zaino / Event photography: Giro Studio / Design: Stone Design Studio
16

MIT PLATFORM STRATEGY SUMMIT REPORT 2025
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