It\u2019s About Creating Spaces Where Value Is Shared<\/p>\n\n\n\n
We spend a lot of time optimising experiences.
But very little time designing the systems where value is actually created and shared.<\/p>\n\n\n\n
Those systems are what we usually call platforms.<\/p>\n\n\n\n
And that distinction matters, because platforms are often misunderstood.<\/p>\n\n\n\n
They are not pieces of software.
They are not products.
They are not services you install.<\/p>\n\n\n\n
A platform is a system that enables value exchange between different stakeholders. The more participants join, the more valuable the system becomes for everyone involved. That is the defining characteristic.<\/p>\n\n\n\n
Think of familiar examples like Amazon Marketplace, Airbnb, Uber, or Allegro in Poland. In each case, the platform does not create the value itself. It enables others to create and exchange value, while providing the rules, incentives, and infrastructure that make that exchange possible.<\/p>\n\n\n\n
That is why platforms are not something you \u201cbuild and ship\u201d.
They are something you strategically design.<\/p>\n\n\n\n
In The Digital Phoenix Effect, platform design is described as a strategic journey rather than a technical one. The book outlines four key steps that any meaningful platform must work through:<\/p>\n\n\n\n
The book does an excellent job unpacking the theory and the problem space. But theory alone is rarely enough when teams have to make real, uncomfortable decisions.<\/p>\n\n\n\n
That is where the Platform Thinking Card Set becomes interesting.<\/p>\n\n\n\n
I\u2019ve reviewed many card decks over the years. Most of them focus on ideation. This one does not.<\/p>\n\n\n\n
The Platform Thinking Card Set is a strategic sense-making instrument. Its purpose is not to generate ideas, but to guide teams through the hard decisions required when designing a platform strategy.<\/p>\n\n\n\n
The deck contains 59 cards, supported by a short instruction booklet and a broader ecosystem of digital tools. There are templates for collaborative work, and even a custom GPT for exploring the concepts digitally if that suits your workflow.<\/p>\n\n\n\n
But the real strength of the deck is its structure.<\/p>\n\n\n\n
The cards are organised around the four platform stages, each represented by colour coding. You move through the journey deliberately, step by step, answering questions, exploring alternatives, and reaching concrete milestones.<\/p>\n\n\n\n
This is not about speed. It is about clarity.<\/p>\n\n\n\n
Within each stage of the journey, the deck uses four recurring card types. These appear again and again, creating a rhythm to the exploration.<\/p>\n\n\n\n
Triggering Questions<\/strong> Design Alternatives<\/strong> Design Tools<\/strong> Milestones<\/strong> Together, these card types create a disciplined flow: question, explore alternatives, use a tool if needed, and reach a milestone.<\/p>\n\n\n\n If platforms fail, they usually fail early. Teams often want openness without loss of control. They want network effects without uncomfortable governance decisions. The Framing cards force those tensions into the open.<\/p>\n\n\n\n Once you move past Framing, many decisions become expensive to undo. The deck makes that visible, and that alone makes it valuable.<\/p>\n\n\n\n A Tool for Strategic Thinkers, Not Quick Answers<\/strong><\/p>\n\n\n\n I did not explore every card in the deck, that would take far too long. But the structure is consistent across all four stages, and importantly, it never becomes repetitive. Each phase explores the platform challenge from a different angle.<\/p>\n\n\n\n This tool is best suited for:<\/strong> It is not a design sprint tool. What it gives you is the ability to ask better questions at exactly the moment those questions matter most.<\/p>\n\n\n\n
These cards surface the strategic tension you need to confront. In the Framing phase, for example, a question might ask where playful thinking is fostered within your organisation. These are not easy questions, and that is intentional.<\/p>\n\n\n\n
Instead of pretending there is one right answer, these cards present meaningful alternatives. Do you create a new service? Do you innovate around an existing activity? Each option closes off future paths, and the deck makes those trade-offs explicit.<\/p>\n\n\n\n
Where appropriate, the deck offers lightweight tools to help teams think more clearly. One example is the \u201cIdle Assets\u201d canvas, which encourages teams to identify underused assets such as data, relationships, or physical resources that could become leverage points in a platform model.<\/p>\n\n\n\n
These cards define what progress actually looks like. In the Framing stage, a key milestone is a clear stakeholder map: who the platform is for, and why. Reaching a milestone signals that you are ready to move forward, not that the work is finished.<\/p>\n\n\n\nWhy Framing Deserves Special Attention<\/h2>\n\n\n\n
And most of those failures happen in the Framing stage.<\/p>\n\n\n\n
\u2022 Strategy and innovation teams
\u2022 People exploring ecosystems and platform models
\u2022 Pre-build strategic exploration<\/p>\n\n\n\n
It is not an ideation game.
And it does not give you answers.<\/p>\n\n\n\n