Professor Mohan

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DIGITAL ECOSYSTEM STRATEGY
New frameworks to analyze digital ecosystems and adapt your business models to compete in digital ecosystems rather than industries.
Mohan Subramaniam
PROFESSOR Mohan Subramaniam
LEARN MORE ABOUT MY BOOK:

THE FUTURE OF COMPETITIVE STRATEGY -
UNLEASHING THE POWER OF DATA AND DIGITAL ECOSYSTEMS.

Available From MIT Press - Fall 2022

My book is about a new paradigm for competitive strategy, essential for industrial era legacy firms to remain relevant in the new digital  era. For decades, legacy firms have anchored their competitive strategy on products and industry characteristics. These approaches are getting outdated. This book offers a modern perspective of competitive strategy that is anchored on data and digital ecosystems.  Its contents include the showcasing of data’s enlarged role in modern business, a fresh conceptualization of digital ecosystems tailored to  the needs of legacy firms, along with new frameworks that show how digital ecosystems can amplify the power of data for competitive advantage. I highlight the significance of interactive data, and why it is more powerful than episodic data that most legacy firms currently  use. I present digital ecosystems as a combination of production and consumption ecosystems. Production and consumption ecosystems  can help a legacy firm unlock the value of data at various levels – from a primary level of improving operational efficiencies, to more advanced levels of driving new data-driven services and transforming products into digital platforms. To harness the power of these digital  ecosystems, legacy firms must migrate their regular customers into digital customers – or customers who offer new kinds of interactive  data (possible because of sensors and IoT); they must confront new digital competitors – or competitors who compete with similar data,  not just with similar products; and they need new digital capabilities that can jettison them into new digital frontiers.  A unique feature of this book is that its new paradigm for competitive strategy harnesses the foundations of a legacy firm’s traditional  strengths. It shows how legacy firms can use its prevailing infrastructure to leverage data’s more expansive role, by thoughtfully applying  and emulating best practices of the digital titans such as Amazon and Google. It offers insights on how the new and explosive power of  data can also stem from a legacy firm’s prevailing assets and infrastructure including its products. The book also offers frameworks to establish how firms can build new digital ecosystems from its old industry networks. In other words, this book shows how legacy firms can  construct its new competitive strategy from the scaffoldings of its old strategic strengths. Although its new digital strategy may entail major transformations in its prevailing business models, the firm need not forgo its old sources of competitive advantage.  I believe in the coming years more and more legacy firms will want to learn about new ways of using data. They would want to understand how modern concepts of competing in digital ecosystems applies to their prevailing business models. The need is global. Every industrial firm irrespective of their geography will want to adapt their business models in ways that leverage the modern power of data and  digital ecosystems. This book offers systematic frameworks, approaches and insights to do so.  It presents the future of competitive strategy

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I am an Associate Professor of Strategic  Management at the Carroll School of  Management in Boston College. My research  focuses on the digital transformation of  incumbent industrial firms and new sources of  competitive advantage in the digital age. My  work highlights how traditional firms, long  accustomed to competing with products within  familiar industry structures, can find new sources  of value and growth when competing with data  within emerging digital ecosystems.

My research has won several awards from the Strategic Management Society, McKinsey Corporation, Academy of Management, Academy of International Business, and the Decision Sciences Institute. My research has also received grants from the National Science Foundation and the Carnegie Bosch Institute. I have published my work in multiple leading academic journals such as the Strategic Management Journal, the Academy of Management Journal, Journal of Management, and the Journal of International Business Studies, along with leading practitioner journals sucah as the Harvard Business Review and the Sloan Management Review.
Executive Teaching
Apart from the Carroll School, I have taught in several international programs in France, Austria and Germany and in multiple executive programs around the world such as IMD in Lausanne, Switzerland, and ISB in Hyderabad, India. I have lectured for Telekom Austria and Voestalpine Steel in Austria, along with companies such as General Motors, Avantor Corporation, and Hamilton Sunstrand in the United States. I have been a keynote speaker for industry conferences such as LIMRA (for insurance) and consulted several startups. In India, I have conducted multiple workshops on Strategy and Digital Strategy for senior executives from Dell Corporation, HP Enterprises, PepsiCo, Cognizant, Tata Consulting Services, Infosys, HCL, The Aditya Birla Group, Godrej Consumer Products, HDFC, SBI Cards, the United Health Group, Dubai Ports, and the National Thermal Power Corporation among others.
Some Of The Companies I Have Worked With
ARTICLES
A selection of articles I have written on the subject of Digital Strategy  & Digital Transformation.
FEATURED ARTICLE

The Four-Tier Framework for Digital Transformation

The concept of digital transformation needs no introduction to executives today. Indeed, digital transformation may even be one of the most referred to phrases in business  these days. Its significance is evident given the game changing role of digital technologies in the  modern economy. The transformational impact of these technologies on business is comparable to what steam power, electricity, railroads, and computers did to the industrial  world over the last three centuries. As a phrase, digital transformation may also appear selfexplanatory. Digital refers to a slew of modern digital technologies, such as sensors, the  internet of things (IoT) and artificial intelligence (AI); while transformation points to how prevailing business models must change in non-trivial ways - not only to avail of the benefits, but also to contend with the disruptive threats associated with these technologies.

If you have any questions or are interested in any of my work please feel free to contact me by email at : strategy@professormohan.com


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