Back to search


Systems leadership and growth

Alternative title: System- og plattformledelse og vekst

Awarded: NOK 1.8 mill.

Project Number:


Application Type:

Project Period:

2020 - 2025

Funding received from:



Several shifts, including digitalization, require companies to find new ways to create value increasingly. Before, companies could conquer and retain market positions by producing standardized goods and services increasingly efficiently. Increasingly, markets are divided among multiple players who offer tailor-made solutions. At the same time, centralization is emerging on digital platforms that bring together providers and buyers. The winning platforms can utilize large amounts of data to enrich both services and user experience, thus getting users to voluntarily give away data since they experience getting more value back. Also, the most successful platforms can get users to invest time in creating local contextualization or new content, which increases the value of the platform as a whole. Ph. The D project's research questions include: What kind of leadership is required to create value in a computer-driven ecosystem world? How do you mobilize many actors outside your organization to create value on a platform? What role can large organizations play, and how should they succeed in winning the trust of the actors? The Ph.D. project will explore these issues through in-depth interviews with leaders of traditional organizations, platform companies, and system leaders. In addition to our surveys, quantitative data will be collected from existing reports and analyzes from various digital platforms. The goal is that the project will create increased insight into the forms of leadership required to create value in the time we enter. In addition to the academic articles, the project will create action-oriented perspectives aimed at leaders in the private and public sectors.

Big Shifts are changing society: Digitization, global connectivity, eroding barriers of access to resources, increase in consumer power, consumer preference shifting from products to services and the rise of a platform economy. Together, these shifts are changing the way companies create and capture value. The operating model of scaling efficiency becomes increasingly outdated, as we are moving towards a world where scaling learning becomes the imperative. Companies with traditional strategies aimed at driving efficiency at scale may produce diminishing returns or miss the mark. What is required from leaders under the new conditions? How do leaders understand their own role as an agent in a complex system? We are only beginning to uncover the potential of platform leadership. Gaining new knowledge about this field will require obtaining tacit knowledge from people with personal experience from the field. In addition to theories from management, organization and strategy, we will need to use frameworks from the complexity sciences as well as behavioral science.

Funding scheme: