Platform emergence in double unknown: Common challenge strategy

Olga Kokshagina (), Pascal Le Masson (), Benoit Weil () and Patrick Cogez ()
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Olga Kokshagina: CGS i3 - Centre de Gestion Scientifique i3 - Mines Paris - PSL (École nationale supérieure des mines de Paris) - PSL - Université Paris Sciences et Lettres - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique, ST-CROLLES - STMicroelectronics [Crolles]
Pascal Le Masson: CGS i3 - Centre de Gestion Scientifique i3 - Mines Paris - PSL (École nationale supérieure des mines de Paris) - PSL - Université Paris Sciences et Lettres - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique
Benoit Weil: CGS i3 - Centre de Gestion Scientifique i3 - Mines Paris - PSL (École nationale supérieure des mines de Paris) - PSL - Université Paris Sciences et Lettres - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique
Patrick Cogez: ST-CROLLES - STMicroelectronics [Crolles]

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Abstract: The proposed paper deals with platform emergence in double unknown situations when technology and markets are highly uncertain. The interest in technological platform development to enable creation of products and processes that support present and future development of multiple options is widely recognized by practitioners and academics The existing literature considers already existing platforms and the development is based on exploiting this common platform core to build future markets and technological derivatives. However, when we are in double unknown situations, markets and technologies are highly uncertain and neither options, nor platform core are known. Thus, how can one ensure platform emergence in double unknown?The history of innovation promotes mostly singular challenge strategy to guide innovative development. But in certain sectors, like semiconductors, telecommunications, pharmaceuticals, the success of common challenge strategy applicable to several markets is more important than singular project success. Thus, which strategy to choose for innovative technological platform emergence? Why common challenge strategy appears to be so challenging and risky? The objective of the paper is to define what are the precise market and technological conditions that in certain situations lead to 1) develop common building block (common core) that facilitate all the others projects but don't provide access directly to the market 2) launch singular project exploration to emerge future platform core consequently. We attempt to address our research questions by formally describing each strategy and fabricating simple economical model to compare them. For simulation the data was created by taking into account specifics of real management situations and parameters were chosen based on the literature review. Then we illustrate the insights of the model through a case study of innovative technology development in semiconductor industry. The in-depth empirical case study was conducted in STMicroelectronics, one of the leaders in the semiconductor industry. The data for case study was gathered from advanced technology platform with several interdependent modules developed by company and introduced to the several markets after all. This paper contributes to existing work on platform emergence by introducing the strategy of platform core construction in double unknown based on future common challenge investigation.

Keywords: Risk management; uncertainty; platform emergence (search for similar items in EconPapers)
Date: 2012-05-23
New Economics Papers: this item is included in nep-ppm and nep-rmg
Note: View the original document on HAL open archive server: https://minesparis-psl.hal.science/hal-00734111v1
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Citations: View citations in EconPapers (3)

Published in The R&D Management Conference, May 2012, Grenoble, France

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