#79 Why Platform Companies Are the Opposite of Traditional Companies & Why They Become So Enormous

What this episode is about

The discussion explores the transformational impact of platform companies like Apple, Google, Airbnb, Uber, and Amazon, highlighting how their business models differ from traditional companies. Expert Marshall van Alstein emphasizes that these platforms leverage network effects to create significant economic changes in daily life, marking a shift as impactful as the Industrial Revolution.

Key takeaways

• Platforms amplify user interactions, creating value in a feedback loop—think of it as social media meets the marketplace.
• The internet era is birthing monopolies through network effects; the traditional power centers of the industrial age are fading.
• Unlike flea markets, platforms enforce governance rules, ensuring bad actors face consequences—a digital referee in a chaotic arena.
• Education on platform dynamics is crucial; these aren’t just tech trends but forces reshaping our economy and daily lives.
• Seven of the top ten companies today are platforms—dynamic, interconnected, and redefining industry norms at unprecedented speeds.

Who speaks in this episode?

• Lynn Tomman (Host) · 8 min speaking
• Marshall Van Alstein (Guest) · 20 min speaking

What is discussed, and when

1. 0:00 – 5:00: Amazon, Marshall Van Alstein, Apple Inc., Google LLC
2. 5:00 – 10:00: Google LLC, Amazon, Facebook, Airbnb
3. 10:00 – 15:00: Amazon, Airbnb, Facebook, Google LLC
4. 15:00 – 20:00: Amazon, Google LLC, Airbnb, Facebook
5. 20:00 – 25:00: Google LLC, Amazon, Facebook
6. 25:00 – 27:53: Amazon, Facebook

Notable quotes from "#79 Why Platform Companies Are the Opposite of Traditional Companies & Why They Become So Enormous"

• And Columbia Lynn tomman hi everyone it's Lynn tomman welcome to three takeaways today I'm excited to be here with Marshall van alstein he's going to tell us how platforms which underly the success of many of today's most powerful and.

  about Marshall Van Alstein · at 0:20

• Governance to facilitate interaction the open architecture is what lets third parties come in and build so it's the Android developers it's the merchants on the stores it's…

  about Facebook · at 3:04

• Ecosystem and tries to make the ecosystem better and this is again if Google can then spread the value of those interactions across millions or billions of other searches or…

  about Google LLC · at 5:36

• Many searches and web pages as possible Amazon launchs as many merchants on its ecosystem as possible apple launchs as many developers on its ecosystem as possible so it's…

  about Apple Inc. · at 10:21

• Enough Marriott and Airbnb both took a hit on their day business but fascinatingly Airbnb had its IPO during covid and it is now worth more than Marriott and Expedia combine…

  about Airbnb · at 11:54

Who and what is mentioned in this episode?

People

• Marshall Van Alstein — Person · Main guest · 1 mention · first at 0:29
  Primary interview subject explaining what platforms are, why network effects create dominant firms, and how antitrust should adapt to platform economics.

Books & papers

• Platform Revolution — Book · Referenced work · 1 mention · first at 0:52
  The book authored by Marshall van Alstein, discussed as a key resource on platform strategies.
  Come Marshall is one of the world's leading experts on platforms he's won numerous awards for his work he's the author of platform Revolution which is an international…

Companies & orgs

• Amazon — Company · Case study · 15 mentions · first at 0:39
  Discussed as a prime example of a platform company leveraging network effects to scale rapidly.
  Many of today's most powerful and destructive companies like apple Google Airbnb Uber and Amazon are going to produce even greater changes in everyone's daily lives in the…
• Google LLC — Company · Case study · 13 mentions · first at 0:39
  Used as an example of a platform company that started in search and expanded into adjacent markets.
• Apple Inc. — Company · Case study · 1 mention · first at 0:37
  Highlighted as a platform company that combines product manufacturing with an ecosystem strategy.
• Facebook — Company · Case study · 11 mentions · first at 3:14
  Discussed as a platform company where users create content, highlighting the inverted firm model.
• Airbnb — Company · Case study · 7 mentions · first at 0:39
  Highlighted as a platform company that doesn't own real estate but orchestrates value creation.
• MIT — Company · Affiliation · 1 mention · first at 0:56
  Mentioned as one of the institutions where Marshall van Alstein teaches.
  Numerous awards for his work he's the author of platform Revolution which is an international bestseller he teaches at bu and MIT and as a consultant to both Global firms and…

Full transcript with timestamps

0:00 welcome to the three takeaways podcast which features short memorable conversations with the world's best thinkers Business Leaders writers politicians scientists and other newsmakers each episode ends with the three key takeaways that person has learned over their lives and their careers and now your host and board member of schools at Harvard Princeton and Columbia Lynn tomman hi everyone it's Lynn tomman welcome to three takeaways today I'm excited to be here with with Marshall van alstein he's going to tell us how platforms which underly the success of many of today's most powerful and destructive companies companies like apple Google Airbnb Uber and Amazon are going to produce even greater changes in everyone's daily lives in the years to come Marshall is one of the world's leading experts on platforms he's won numerous awards for his work he's the author of platform Revolution which is

0:56 an international bestseller he teaches at bu and MIT and as a consultant to both Global firms and startups as Marshall says quote no matter who you are or what you do for a living it's highly likely that platforms have already changed your life and are poised to produce even greater changes in the years to come in ways that few people fully understand unquote let's find out what those changes are hi Marshall and thanks so much for being here today Lan thanks for inviting me it's a pleasure to be here how important are platforms it's hard in some ways to understate the import one of the arguments that we like to make is that we believe that we're going through a transformation in the internet era that is as significant as the transformation that took place in the industrial era there is a big difference however in the industrial ER it was all different by supply side eoms of scale High fixed

1:50 cost and low marginal cost if this is the case for electricity for example a railroad first trans shipment from New York to Chicago huge expenses you have to buy rights way or build power plants or L cable or L track your second L of electricity second PR extremely inexpensive hence we get these giant monopolies not what's happening in the united era here they're all different by Network effects also called demand incomin of scale here users are creating value for other users which winds up happening is you attract new users which hasn't create value which attracts users which hasn't create value so Amazon Merchants attract the consumers which attract merchants on there so you get these positive feedbacks on the demand side so it's on the revenue side rather the cost side and reing gigantic Monopoly give you evidence seven of the top 10 most valuable firms in the world today are platform used to be energy and

2:39 banking were the dominant organizations in terms of market capitalization today it's these technology platform companies all driven by Network effects so we think there are really deep and profound changes that are taking place in the internet companies and the economy today taking a step back what is a platform well we should always be careful with terminology so we like to def a platform is three things one of them is open architecture with rules of governance to facilitate interaction the open architecture is what lets third parties come in and build so it's the Android developers it's the merchants on the stores it's third parties posting on Facebook the rules of governance are how they create value and how share the value they get and how you resolve conflict on that the third place is the interactions that's what actually creates the value whether it's a ride a post a tweet an app a stay it's third

3:27 parties creating the value through their interactions on top the platform is in effect designed to facilitate these exchanges or these interactions where third parties are offering this value so again a platform is an open architecture with rules of governance to facilitate interaction taking it to a very basic level in some ways it's like a farmers market where different Farmers come and bring their produce to sell are platforms new that's a fair question you should always think of these in some ways as almost a spectrum so if you think of a flea market or a farmers Market one thing that might be missing from that is a true governance model in the farmer market if you don't like the tomatoes well you got to haggle the farmer and try to get your money back but on Amazon or Ebay you have someone to appeal to there's the governance system on the ecosystem for example I recently had the experience that I had

4:16 tried to purchase a bicycle for my son for his birthday and honestly got cheated there was a a bad Merchant there that never shipped the bike Amazon not only refunded the money they found out there were a large number of other complaints and they booted the merchant off the platform that same kind of intervention tends not to happen in a flea market in the same way so you have someone that actually tries to make the rules work for both parties and what makes platforms different now from the old style platforms like the flea markets or farmers markets what else besides governance so there's a really subtle but truly distinctive feature which is internalization of a network effect or an external a really good platform tries to take your interaction with me and then try to improve the other interactions on the platform they give you a really simple example your search on Google will help to make my search better or my movie

5:12 watching Behavior or my purchases on Amazon might then make others purchases better what they've done is theyve learned from one interaction to make the next one better you won't see that in a typical standard Farmers Marketplace you won't see that in a typical shopping mall or something of that sort where you still get producers and consumers interacting location the governance mechanism harnesses those positive externalities for the benefit of the ecosystem and tries to make the ecosystem better and this is again if Google can then spread the value of those interactions across millions or billions of other searches or Facebook can spread the value of those interactions across millions or billions of other users you get this Cascade of value spread across numerous interactions it increases the value of the ecosystem as a whole as each one's learning from another give you another really simple example example suppose a

6:01 child runs in front of a Tesla vehicle and the Machine learning has to learn to avoid recognizing the child in the ball that can be spread across all the other vehicles and all the other driving it's not just learning for a single vehicle it's being spread across the entire ecosystem which is this positive externality which increases the value of the hole and that's new and different to me that's so exciting this idea of sort of a hive mind where one car can make all Tesla cars smarter or one AI doctor make all AI doctors smarter absolutely but this also has to be designed doesn't happen by accident you need to design The Observer you need to gather the data on each M you need to gather the data on what's Happening and use that to learn to make recommendations and learn to improve the other interactions on the system to think of it differently in the governance model what you're doing is

6:51 managing positive interactions and mitigating bad interactions so you're improving the quality of good ones and and discarding the bad ones and pushing them off the how are the new platform platform companies different how do they compare with traditional companies we like to characterize the platform companies as what I call inverted firms meaning that lots of the value creation is happening outside the firm as opposed to inside the firm your traditional firm take Dell or Coca-Cola what you do is you assemble the ingredients so sugar and water and tons of branding and you deliver it from your supply chain to your destination which is your customers The Firm takes responsibility for all the value add through the ptions of the supply chain the interesting thing about platforms again you said the hinge on network effects users creating life you can't scale Network effects inside the firm as

7:41 easily as outside the firm simple reason is there are more people and resources outside the firm so you have to scale outside what that means is you move shift value creation from inside to outside so third parties create a lot of the value you and I create the web pages that are searched by Google you and I create the posts the value of Facebook third parties create the value on Uber create the value on Airbnb Merchants create the extra sales on top of Amazon if you take the ratio of market capitalization to employees for platform company relative traditional company that ratio is about an order of magnitude higher why it's because the external ecosystem is doing the production and creating the values opposed to the internal system that's why that market ratio is so different so again there's a fundamental difference and we call them inverted firms for the reason that a lot of the value creation

8:28 is happening outside rather inside and so that's the reason that these platform companies have no real assets Uber doesn't own any cars Facebook doesn't create content and Airbnb doesn't own any real estate that is exactly the reason in effect these platforms become orchestrators of thirdparty value creation now there are hybrids so there you know for example Apple makes things in addition to having its own ecosystem Samsung has its own ecosystem Google makes things and then also has its own ecosystem so it's both but it is the case that you know these platform firms do an immense amount of orchestration of third-party value creation which again is why there's a governance model or or set of rules for participation and value creation that it has to orchestrate so how does that change the business strategy of a platform company versus a traditional company business strategies are fundamentally different the product

9:26 strategy is fundamentally different than a platform ecosystem stry products have features platforms have communities often what you're trying to do is create features or diff cost differentiation or product differentiation in a product strategy that you're not having to worry about in the platform strategy often in a platform strategy you want people you don't know to bring you ideas you don't have birds all the kinds of sales of new product in place on Amazon are things that Amazon didn't necessarily think about you are orchestrating and managing an external Community that's creating immense value another huge difference traditional strategy you're trying to erect barriers to entry the boundaries of your industry the standard economic model is to erect barriers where you control the assets your competitors don't have how you minimize their Market power here you want permissionless entry

10:14 as much production consumption as possible so Facebook wants as many contributors as possible Google wants as many searches and web pages as possible Amazon launchs as many merchants on its ecosystem as possible apple launchs as many developers on its ecosystem as possible so it's permissionless entry of production consumption as distinct from barriers to entry for for competitors again completely different way of thinking about it so platforms must have enormous advantages if as you mentioned seven of the 10 highest market cap companies in the world or platform companies what are the advantages of platforms there are multiple advantages one of them again is this idea that people you don't know will bring you ideas you don't have so you tend to be much more in inovative a second thing is if you design Network effects correctly you get positive feedback you said users create value for users which attracts

11:08 users which creates value which attracts users which puts you on an exponential growth trajectory relative to a platform in some sense products depreciate from use platforms appreciate through use that's a big different also they tend to be more resilient in the face of adversity if you look at what happened the rise of covid the adaptation in most cases is much higher in the platform Community matter of fact the financial times decided that in traditional energy Banking and Industrial sector a lot of firms lost market value and most of the technology and platform firms gained in market value and there as you shifted more things online and the orchestration properties held you know it is the case for example that Uber took a real hit on its Drive business but it grew in its food delivery business interestingly enough Marriott and Airbnb both took a hit on their day business but but fascinatingly Airbnb had its IPO during

12:02 covid and it is now worth more than Marriott and Expedia combine that's quite extraordinary how that's happened but then it wasn't carrying these assets so it didn't have the same infrastructure costs as Marriott did or these others did so the anticipated growth will be higher when the economy resumes so it's quite interesting resilience would be a third benefit alongside the innovativeness and the exponential growth that you often see and the market capitalization you you harness and orchestrate assets as opposed to having to own them yourself and why are platform companies able to scale so quickly many of them start with very inferior products or services and yet they seem to disrupt Industries fairly quickly not incurring the marginal costs of production they can scale as fast as they can add Partners so if you're not having to buy cars and pay for gas when Uber is basically how fast can you get a driver to sign up if

12:59 not having to buy and research real estate if you're Airbnb it's how fast can you get partners to sign up if you're not having to invent the apps yourself it's how fast can third parties experiment and bring you new apps so again if you're not incurring the marginal cost of production you are able to add value as fast as third parties can get the feedback going now there is a launch and scan question when you're just getting out you may not have that so again Amazon was around for a long time before it actually manag to kick in and get the feedback back going Facebook didn't monetize for a very long time until it managed to pass Myspace and Friendster it's not easy to get the network effects going but once you do it's very very easy to scale and where are platforms are they only in certain fields or Industries You can predict platforms based on this earlier Insight which is how easily can you create an

13:51 inverted firm how easy is it to create value outside the organization as opposed to inside the organization one way is the greater the proportion of information as value the easier it is to make a platform it's easier it is to spread that across more and more interactions because information is easily shared hence software and news and information Industries transform very quickly another is how modular is the value proposition so again a ride to tweet to stay in app very modulate Boeing aircraft it's so complex even Boeing has a hard time getting a 737 Max off the ground it's too complex and so you wouldn't crowdsource an aircraft and a third property of course is this riskiness how risky is third party experimentation if it's not very risky then it's easy to invert The Firm if you will or if it's um risky then you don't do so interestingly Healthcare is a high information business but it's more risky

14:44 so it's slower to transform so that's a nice illustration of an example where it will transform but it's after the software and news Industries you're orchestrating third party value creation so those are ways to look at it but again at its heart how easy is it to invert The Firm so most platform companies are focused on distinctive Industries and markets so Airbnb Uber Facebook Amazon YouTube eBay Wikipedia the iPhone Twitter and Instagram what do you see as coming next what other Transformations are coming on the horizon what other areas let me politely challenge that assumption so I would actually say the platforms start Niche but one of the things that they do is they then rapidly expand into adjacent markets in the examples that you gave for example Airbnb starts with Stage but now it's moving into experiences if you take a look at Amazon goodness it starts with books but now it's in cloud

15:44 services it's in movies it's in healthcare it's in groceries if you look at Google it starts in search but now it's in mapping and it's in self-driving cars and it's in wearables so they move into adjacent markets relatively quickly by finding other interactions if what you want to look at is the transformation for overlapping communities and what interactions you could add to an existing set of interactions in ways that add value once that happens you can platform move into an adjacent Market to see what kinds of value you can create in that adjacent market so you should expect the boundaries of platform markets to move and shift all the time returning to your early question about difference between product and platform strategy the boundaries for product markets are much clearer than they are for platform marketplaces because you tend to move and March rapidly into market adjacencies and invelop those

16:37 adjacent markets this is one of the reasons you get such gigantic companies if you look in China Alibaba and tensent are in all kinds of different Industries perhaps even more diverse than than Google and Amazon are today so it's it's quite remarkable how diverse those industry and connections are and is that because of they are largely information-based business businesses and the marginal cost of growth is so low so almost everything is profitable it's a huge asset and it's also the case that information in one industry may give you leverage into an adjacent industry to use an example from Alibaba when Alibaba entered banking it had the transactions data of merchants on its sales platform which then allowed it to underwrite loans at a lower cost than Banks so banks have to send a human end audit books but Alibaba had already seen the transactions so they knew how successful they were and could use that

17:34 as additional data into the loan origination estimates then what happens after you given out the loan well the interactions are conducted on the platform itself the banks don't have that so they can't take a share of the revenues from the subsequent transactions so it creates advantages to move into the adjacent markets that the banks didn't have hence they've now launched ant Financial which was until it was nixed by the Chinese government about to be the largest finan IAL IPO in history so it's quite remarkable how these things can actually again move into Jon art markets and it is again it's possible to use the data from one to leverage into another use transactions in one to leverage into another what other fields do you think are right for Transformations as platforms we'll go through that checklist we gave you on what industries are likely to transform so if you think of proportion of information value if

18:25 you think of modularity if you think of risk list Healthcare absolutely going to transform um interestingly Finance is another one that's going to to transform unlike news and software it's had more regulatory protection so it's riskier in some sense those are going to be overcome and modularized so Finance especially in open banking coming out of Europe that's also going to transform fascinatingly automotive and Mobility is absolutely going to transform more machine interaction with more machine you are advising the EU and other governments on antitrust I talked to Eric Schmidt the former CEO of Google on a recent episode and he said platforms are different to regulate and Regulators have to be careful of unintended consequences and he gave an example hypothetically that Senator Warren had suggested of splitting the Apple App Store away from the iPhone and Eric talked about what would happen and how

19:19 platforms are different from an antitrust perspective to regulate what are you advising the EU and governments on regarding antitrust of platform great question first let me concur that platforms are different and they probably do need some differences in regulation so let me give you one or two examples and then try to give you some of the solutions so one or two of the examples are one usually it was a test of predation if you were pricing below marginal cost or above cost above cost then that's evidence that you have Market power below perhaps that's evidence of predation well guess what most of these platforms often have free services so how does that compare the reason for this goes back to the two Sid pricing I told the original and so free pricing is profit maximizing even in the absence of competition but it's devastating the competition another one often in order to raise prices you'll be

20:10 restricting Supply Google isn't restricting your searches Facebook isn't restricting your posts Amazon isn't restricting your purchases not what's happening in effect what they're doing is they're learning from that in order to maximize the value of other interactions so what they're doing is creating value using third party interaction so again it's completely different business model again Market boundaries are extremely difficult to Define is Google in search or mapping or self-driving cars or health care or movies the boundaries of these are get very very challenging so the traditional antitrust has some the traditional tests of predation and things don't particularly work very well give you another illustration here's why some of the core proposals of Senator Warren and some of the others of splitting Apple breaking Facebook and different companies I can give you grammar school algebra to show you why that's a bad

21:00 idea all the platforms again are governed by Network effects imagine the following imagine you split Apple into companies or you split Facebook into three companies Facebook WhatsApp on Instagram you destroyed value in effect users can't connect with other users or you can't spread them across more interactions so it's a bad design decision those interventions don't work it's not to say that they should not be held accountable they should be held accountable there's no question that there is abuse of market dominance they are umpire and player in their own ball game calling the shots again governance model they're entering markets for their own partners with data that the partners themselves don't have because they're able to observe what's happening so there's an information asymmetry there so there are a couple of different solutions that I think we need to work with one of these is not the horizontal

21:49 separation we splitting companies up across different marketplaces one is the separation of the value on top from the infrastructure on the bottom imagine for example that separate The Social Network underneath from the advertising on top but now you were to let Google and Amazon and Facebook all compete for advertising on your social network and you get to choose who gets to advertise you what that means is they're going to have to share more value with you to let you choose them and so that's going to create the competition on top that might actually help there's another way is so it's a vertical separation as one element of that another one what we should do is also require if you going to enter a Marketplace one of you partn is already resident what we need to do is declare what are the terms for partner participation then your own vertically integrated surface is going to have to offer those exact same terms

22:36 so there's equal footing so if you're going to use data to enter that market you're going to have to give them exactly that same data it's not that we don't want the platform to enter matter of fact under any other circumstance you want competitive entry it creates benefit for consumers but we don't want is unfair entry where it's only the platform that gets to do it the rules of Entry are the same for everybody in terms of access to customers and in terms of access to data and the platform itself is going to have abide by those same rules in addition to so many others to give you another one one of the recommendations has been data portability the premise is to restore Market power of the users in their data and create some competition in it unfortunately that doesn't work because that creates islands of secrecy where you can't create network effects and individuals can't create the value for

23:22 themselves you can't make my Google search better using your search data I can't make your recommendations better BAS on my movie it's just too small you need an orchestrator to do that what we're proposing is rather than portability you gain incu data access rights what this means is you can then allow third parties to access your data where it's resident so rather than pulling it out of the platform where it goes stale and where you can't act on it anymore you can grant thirdparty access with your permission to manage it on your behalf what that means is you then create competition inside the platform itself so so a model for this already exists in Europe where they introduced open banking where City Bank could manage your sender account or Amazon could manage your City bank account this means they compete with one another to create banking benefits on your behalf we can do exactly the same thing here

24:15 this also then solves his problems of actionability of the data it's not stale anymore and third parties get competition resident inside the platform we think these are several different mechanisms for creating Superior your competition and harnessing the value of network effects most nutritional interventions destroy the value of network effects so we need to respect how value is created but we create new forms of competition we allow third parties to also create those Network effects on top and we have another way C2 access is a good mechanism to do that such an interesting and different approach it would have huge implications in healthc care where now a variety of Health Care Providers Doctors Hospitals and others have essentially ownership of people's healthc care data imagine that you could give Amazon permission to manage that data and then then try to get you more cost-effective

25:11 medicines you'd be able to act on that in your own benefit and reduce healthare costs everyone wins except those who have fat margins in the current system and finally Marshall what are your three takeaways that you would like to leave the audience with today today on I do believe that we are in an economic change as profound today in the internet era as profound as in the industrial era a century ago really we are seeing the rise of gigantic firms today analogous to the rise of gigantic firms you know in steel and oil and banking a century ago but it's the opposite reason today it's Network effects and demand economies of scale when a century ago it was Supply eom scale this means lots of different things but the real issue is that we're getting gigantic firms leading to the antitrust issues that we see today the second thing that I would say is this leads us to managerial set of principles cannot scale Network

26:08 effects inside the firm as easily as outside the firm so platforms are inverted firms they create value outside if you scale Network effects you flip the point when you have to shift to creating value outside because there more users more resources more Partners outside what this means is all of the things we teach in management schools whether it's strategy you know resources Supply chain management marketing all have to take on an external counterpart where you're also creating value using third parties not just creating it yourself so all of these traditional management practices all the antitrust practices need to change to recognize how value is created outside the firm is the think from inside the firm the third thing which you haven't quite touched on again is going back in time I would argue that we probably need in addition to some the things we have got so far is a Magna Carta of citizens rights on

26:56 platforms you and I don't get to vote in the rules of paig Bezos and Zuckerberg and it's high time that we did and I think that will happen as we start to actually get antitrust legislation in place to deal with antitrust and misinformation and citizen voting so I'm going to argue for a Magna Cart of citizens rights and platforms and that will happen so I think those three things will be the takeaways Marshall this has been great thank you so much my pleasure if you enjoyed today's episode you can listen or subscribe for free on Apple podcasts or wherever you listen if you would like to receive information on upcoming episodes be sure to sign up for our newsletter at 3 takeaways tocom or follow us on Twitter Instagram Facebook and Linkedin note that thre takeaway.com is with the number three three is not spelled out for all social media and podcast links go to thre takeaways tocom

Questions about this episode

Who speaks in "#79 Why Platform Companies Are the Opposite of Traditional Companies & Why They Become So Enormous"?

Lynn Tomman (Host), Marshall Van Alstein (Guest).

What is "#79 Why Platform Companies Are the Opposite of Traditional Companies & Why They Become So Enormous" about?

The discussion explores the transformational impact of platform companies like Apple, Google, Airbnb, Uber, and Amazon, highlighting how their business models differ from traditional companies. Expert Marshall van Alstein emphasizes that these platforms leverage network effects to create significant economic changes in daily life, marking a shift as impactful as the Industrial Revolution.

What is mentioned in this 3 Takeaways episode?

8 people, works and ideas are mentioned, including Marshall Van Alstein, Amazon, Google LLC, Apple Inc., Facebook, Airbnb. Each one on this page links to its own page with every episode that mentions it.

How long is "#79 Why Platform Companies Are the Opposite of Traditional Companies & Why They Become So Enormous"?

The episode runs 28 min; the transcript is about 5,094 words in 32 timestamped sections.

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