The student understands the basics of classical business strategies and can apply them to specific business contexts.
The students understands what business models are and when they can / should be applied within a specific context.
Students are expected to have a basic and practice based understanding of what digital technologies are and how they are affecting our daily life.

This concerns a transition curriculum. No contact sessions are provided. The student is only required to participate in the evaluation.

Digital transformation involves a radical rethinking of how an organization uses technology in pursuit of new revenue streams or new business models. And it also requires cross-departmental collaboration in pairing business-focused philosophies with rapid application development models.This can include the creation of new digital business units or digital acquisitions. Sometimes the new business models can lead to ventures in adjacent markets or new industries.Digital transformationis the integration ofdigitaltechnology into all areas of a business, fundamentally changing how you operate and deliver value to customers. It's also a cultural change that requires organizations to continually challenge the status quo, experiment, and get comfortable with failure.

We will examine in detail digital platforms model as one specific type of digital transformation that is disrupting several businesses nowadays. We will focus on networks as the underlying power of platforms, their architecture, how they disrupt and transform traditional industries, the way companies can monetize on platforms, the need for openness, and the governance and strategy to make a platform successful. All platforms have an ecosystem with the same basic structure, comprising four types of players. The owners of platforms control their intellectual property and governance. Providers serve as the platforms interface with users. Producers create their offerings, and consumers use those offerings.

Profitability in traditional businesses is determined by the five forces model developed by Michael porter. However, the five forces model doesn t factor in digital platforms. The five forces model regards external forces as something to combat by building barriers against them. In digital platforms external forces can add value to the platform business. Thus the power of suppliers and customers may be viewed as an asset on platforms. Therefore, understanding when external forces either add or extract value in an ecosystem is central to platform strategy.