Building a Digital Platform Ecosystem for Elderly Care: Core vs. Portfolio

Sivanathan, Shariga; Brandt, Tobias

Abstract

Does strategy matter for early-stage health start-ups seeking to build platform ecosystems? Drawing on a multi-year ethnographic study of two early-stage platform start-ups, we analyze their strategic decision-making process as they decide between refining their core service or attracting complementary services. Fundamentally, we seek to understand to which degree startup teams formulate such strategies, stick to them, or adapt to a changing opportunity landscape in such a highly regulated environment. Our work sheds light on the relevance of strategic intent, opportunistic behavior, and simple luck in the build-up of nascent digital health platform ecosystems. Preliminary results reveal that start-ups frequently adapt their strategy to the environmental dynamics, and not every start-up can capitalize on opportunities presented by easing regulations or use them strategically. Our work provides practical implications for policymakers aiming to foster opportunities for healthcare start-ups and for early-stage start-ups seeking to navigate the complex healthcare environment.