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    Managing Product Platforms: Delivering Variety and Realizing Synergies
    MIT Sloan School of Management

    Managing Product Platforms: Delivering Variety and Realizing Synergies

    MIT Sloan School of Management, Cambridge
    HomeMIT Sloan School of ManagementManaging Product Platforms: Delivering Variety and Realizing Synergies
    4 daysDuration
    onlineFormat
    EnglishLanguage
    StrategyTopic

    Available Cohorts

    Choose your preferred start date

    Jun 8 - Jun 11, 2026
    4 days · online · Instructor-Led
    Open
    Nov 30 - Dec 3, 2026
    4 days · online · Instructor-Led
    Open
    $4,900

    All-inclusive program fee

    About This Program

    Companies from Lockheed Martin to GE use product platform strategies to deliver more variety to their customers and compete more effectively. For example, Black and Decker uses shared motors and batteries across a range of power tools. These firms realize quicker new market entry and reduced costs but, to do so, they must orchestrate complex, multi-product development projects.


    However, recent research suggests that many firms fail to earn a return on their platform investments. This work has uncovered that many firms face systemic pressure to diverge from their platform sharing. Several cases studied realized less than half of their platform sharing goals. Are these failures the result of a flawed product platform management strategy or poor execution?


    This executive business course focuses on helping companies develop strong product platform strategies and execution programs by teaching executives how to understand the managerial levers necessary to operate in complex environments. As a participant in this course, you’ll be exposed to a range of platform strategies, from product platform, to supply chain platform, to industry platforms. The course content draws on case examples from a diversity of industries and includes opportunities for you and your peers to share and discuss industry experience.


    Financial ManagementOperationsSystems Thinking


    How to analyze the difference between a company-centric platform strategy and a more open “industry platform” strategy such as at Apple, Microsoft, Google, and Facebook


    You will analyze the differences in intent between product platforms and industry platforms and identify the boundaries of such strategies


    You will also learn how to identify the management levers related to your supply chain as a function of the boundaries of your platform strategy and your firm’s cost structure


    Named platform strategies and past corporate examples


    Criteria for evaluating market conditions for which the strategy is or isn’t appropriate


    Management levers for use in complex programs


    Key performance indicators for successful platform development


    Benchmark savings and investment sizing data from other firms


    Knowledge and examples of failure modes from past platform efforts


    The differences among industry platforms, supply chain platforms, and product platforms

    Why MIT Sloan School of Management?

    MIT Sloan doesn't trade on prestige alone — it trades on proximity. Proximity to one of the world's densest concentrations of engineering, AI, and life sciences research, and to a faculty that publishes the ideas executives will be managing around in five years. If you want to understand how technology reshapes strategy before it reshapes your industry, this is the room to be in.

    Your Profile

    • Automotive, high tech, manufacturing, railway, heavy vehicles, aerospace, defense, electronics, machinery, healthcare
    • OEMs and suppliers

    Benefits

    • How to analyze the difference between a company-centric platform strategy and a more open “industry platform” strategy such as at Apple, Microsoft, Google, and Facebook
    • You will analyze the differences in intent between product platforms and industry platforms and identify the boundaries of such strategies
    • You will also learn how to identify the management levers related to your supply chain as a function of the boundaries of your platform strategy and your firm’s cost structure
    • Named platform strategies and past corporate examples
    • Criteria for evaluating market conditions for which the strategy is or isn’t appropriate
    • Management levers for use in complex programs
    • Key performance indicators for successful platform development
    • Benchmark savings and investment sizing data from other firms
    • Knowledge and examples of failure modes from past platform efforts
    • The differences among industry platforms, supply chain platforms, and product platforms