Implementing product platforms in the global enterprise: Lessons from an LED industry leader |
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Affiliation: | 1. D’Amore-McKim School of Business, Northeastern University, Boston, MA 02115, U.S.A.;2. Signify (formerly Philips Lighting), U.S.A.;3. Haskayne School of Business, University of Calgary, Calgary, Alberta T2N 1N4, Canada;4. Muma College of Business, University of South Florida, Tampa, FL 33620, U.S.A.;5. School of Business, University of Aberdeen, Aberdeen AB24 3FX, U.K. |
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Abstract: | Product platforming—using technology subsystems or components that are shared within and across product lines—is a proven way to increase the effectiveness of innovation processes in established companies and startups alike. Yet, embracing the product platforming strategy turns out to be difficult in practice, particularly within the context of global, diversified companies. In this article, we examine the strategies and challenges of implementing product platforms across multiple business segments and multiple geographies. Using the experience of global LED industry leader Signify, we explore the challenges of global platforming and the technological, organizational, management process transformations needed for success. We also examine how platforming strategies change as manufacturers enter the world of connected things. |
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Keywords: | Platforming Product development Modularity Software platforming |
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