The Platform Organization: Recombining Strategies, Structures, and Surprises

Abstract

The global technology strategy of Olivetti, a leading European computer firm, is analyzed over the last decade in order to illustrate how high-tech firms undergo transformations which not only tend to destroy their best core competencies, but also affect their very business identity. Task uncertainty is so pronounced that conventional ways of looking at the organizational structures and processes, such as the transaction costs approach or the strategy-structure link, need to be amended in favor of a more dynamic perspective. Such a perspective looks at organizations as platforms, or contexts, out of which specific structures arc extracted, tried out and discarded in a pragmatic manner. A platform is a meta-organization, a formative context that molds structures, and routines shaping them into well-known forms, such as the hierarchy, the matrix and even the network, but on a highly volatile basis. Hence, the platform organization may appear to be confused and inefficient but its value lies in its readiness to sport whatever organizational form is required under the circumstances Platforms are characterized by surprises, and organization members, no matter how they see them-selves after the fact, are busy improvising and tinkering. Drawing on similar studies carried out in Silicon Valley, one can draw the conclusion that high-tech firms can survive if they are smart at doing what “savages do daily,” i.e., bricolage.

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