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7 Platform Design Principles for Process Automation

Navdeep Singh Gill | 09 May 2022

Platform Design Principles for Process Automation

What is a Platform Design?

If you are looking for a business model that will work well for the next ten years and beyond, it is also a platform model. Historically, these platform businesses were created by startups supported by businesses or prominent technology companies. But that is changing rapidly as big traditional businesses begin to use their profits to build new platform platforms.

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Why Platform Design Principles?

To continue to disassemble this model of thinking, the natural step of this process is to discard the temptation to "integrate" with complex processes and equitable solutions. The important thing here is to avoid creating a unique "hammer" because "if you have a hammer, everything looks like a nail."

Interestingly, by building this approach, we have been able to get back to the basics, and here is what we are sharing with you today, a list of 8 Platform Design Principles: you may want to keep these principles functional when designing modern, sophisticated, interconnected and digitally transformed world strategies of the XXI century.

How to use these Platform Design Principles?

These principles are the simplest thing you can do in your daily routine of integrating an ecosystem using platform strategies. You can apply them to everything you are already doing or planning to do, such as a new product or service, a new organization you are building or changing processes.

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Recognize the potential that grows at the Edge

Among all the principles of platform design, this is the most important. Understanding the platform model is key to recognizing that small organizations (individuals, groups, and small organizations) today have a growing capacity to influence their lives, create powerful products and services, and transform programs.
Why? Modern production methods fit your pocket (smartphones) or your wallet (computers). All the information in the world is accessible in an open space (open source software, Wikipedia, youtube). You can call a growing number of intermediate resources (e.g., computer-like-service, machine learning, data).

Design For Emergence

Is it possible to create an ecosystem? No.

Industrial organizations in reform are struggling to understand this system. Companies have been (slowly) agreeing with the idea that no one should build a solution to a non-existent problem. However, it is still difficult to understand that designing an integration strategy - a platform - does not work if it does not. An ecosystem exists for integration.

Platform strategies need to be designed to help the existing ecosystem emerge, thrive, and function better: forming a platform is equivalent to connecting cables between electrical power. Where power is present, the current will flow.

Organizations of all kinds need to avoid trying to devise strategies to integrate ecosystems that are not trying to change value anyway: if we accept that real power is ultimately growing, how can we imagine defining what the ecosystem needs to accomplish… institution?

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Use Self Organization to provide Mass Customization

Consumers are looking for personalized solutions, trends, context, and personal expectations in the long run. While it is true that technology helps brands create processes that cost almost zero production, it is also true that standard industrial processes provide almost zero customization capabilities. Despite products that try to solve the problem, such as cheating on personal communication with AI (remember chatbot chaos?), The only intelligence that can understand the context of interaction, and see the best solution to a particular personal problem, remains personal.

In a nutshell, there is no way for industrialization to be customized by most people. This can only be achieved by helping businesses in the ecosystem to tailor their producers' capabilities and consumer expectations. Trying to meet the demands of Long Tail, an industrial, driven, regulated bureaucracy, is a self-fulfilling prophecy of failure: small customers will be ineligible if the costs you have to deal with to serve them are more significant than the economic opportunity representatives. This is where you want the buyer to plan for himself in working with the manufacturers.

Enable Continuous Learning (in VUCA)

Today's world is full of continuous disruption, change, and revolution. We even coined the term VUCA (Volatility, uncertainty, complexity, and ambiguity) to describe our world. In this context, everyone is looking for new ways to learn, and - equally - the whole organization is in the business of learning.

Modern organizations, therefore, need to offer participants the promise of immediate learning. Their message needs to be: "If you join us in the new terms of cooperation (forum), you will learn faster than outside."

In addition, when providing learning opportunities, the journey should be playful and open to the flow: participants need to learn step by step, first how to interact (onboard), then how to measure and manage limited interaction (improvement), and how to evaluate new opportunities, in new situations.

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Design for Disobedience

How do modern strategies change when a strategic center moves from an organization into an ecosystem?

In the continuous transition of energy, from product to consumer and from consumer to ecosystem, we see the need for the product to abandon the idea that the central office can carry out the innovation process. An innovative ecosystem knows which collaborations need to be enabled, so the organization needs to listen carefully.

Indeed, while E. MIT Von Hippel of PIT pioneered this idea with the idea of ​​"Developer User Tools" (allowing users to adapt their products to their specific needs) today, and we can talk about "ecosystem innovation tools." Stadium strategies should be relaxed enough to allow players to adapt their roles to their specific context.

Platform designers need to "design disobedience," to allow players to play on the edge of the rules: if a new, emerging behavior, seems like a repetition, then the platform designer needs to be there to make it a center, make a feature.

Design for Interconnectedness

What happens when you stop producing solutions and start designing ways to plan interactions across large systems?

This brings the organization to the forefront of the customer concept (the person who designs the solution) and accepts the concept of relationships and peer-to-peer interaction as an essential business element.

When we design to facilitate interaction between producers and value buyers, we need to design intentionally and do it for both parties. Since these parties may have conflicts (we are trying to maximize their results), we need to make sure that we reduce tensions in the relationship and make them ready to accept communication.

This focuses on minimizing potential conflicts of interest (by helping them find a common and suitable location) and making non-egg sum games more accessible. When the value we produce in trade is greater than the initial amount of demand and energy, this often makes cooperation more critical.

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Let go of the identity. Identify with the whole

If you are trying to capture the potential of a connected economy, land, brands, and organizations must understand that they must relinquish their identities.
This means losing control, so you may have the power to stop using a particular product type because the product may appear to conflict with the ecosystem (for example, competitors and a stadium developer may want to switch to suppliers).
Disposal of the product may also minimize the impact of negative — inevitably — problems that will arise in an uncontrolled or controlled ecosystem. The organization needs to open the doors that lead to risk, therefore, easily accessible. , players.
If the foundation is to grow a large market, this market will eventually need to move forward and be less controlled by the organizer. The ecosystem planner will need to identify more of it all (its overall objectives) and consider strategies (and business models) that make it a reality for everyone, rather than the editor alone.


These principles exist naturally from the work we did with the pioneers and game-changers of all kinds - from the private sector to the community, from the very young beginners to the most employed in our community. They exist to show the connected society we live in: choose to ignore them. Adhering to these principles is the best way to secure your ideas in the future and improve your chances of creating a larger, more creative environment, making your idea, business, or organization a must-have in, the long term.