The Digital Transformation Playbook: Rethink Your Business for the Digital Age

Art of War, The (Sun Tzu), 86
assets: disruption and, 208, 237; 
lightness of, 64–65
asymmetric competition, 76–77, 
196–97
AT&T, 148, 161, 209, 210
Avis, 232
Bachu, Deepa, 125–26
Baidu, 66
Barnes & Noble, 78, 81, 233, 235
Barneys New York, 34
bars, college, 218
behavior: confirmation bias of, 
191–92; data on, 35, 96, 98, 
106–12; marketing funnel and, 
25; types of, 29–31, 31
Berger, Edgar, 167
Best Buy, 61, 81
beverage industry, 24, 35, 104, 117–18
Bezos, Jeff, 149
bias, confirmation, 191–92
big data, 97–103
Bitcoin, 228–29
blind spots, 3–4
Blockbuster, 210, 210–11, 214, 233
Blue Ocean Strategy (Kim and 
Mauborgne), 197
books: electronic, 78, 215–16, 233; 
publishers, 1–2, 172; retailers, 78, 
81, 81, 215–16, 233, 235
brand: customers and, 24, 27, 37, 
39, 49, 104–5, 107–8; storytelling 
and publishing, 34; value 
network disruption, 207
Brandenburger, Adam, 74–75
Brenner, Jeffrey, 110
Britannica, 1–2, 172
British Airways, 110–11, 241
broadcast television: ad-supported 
media platform, 58, 59, 63, 66; 
asymmetric competition in, 
77; customer contributions to, 
39; marketing funnel, 25–26, 
26; rethinking competition in, 
52–53. See also Netflix
budgeting, 96–97, 148–49, 163, 
190–91
bundling, 206
business: acquisition of, 232–33; 
internal communications, 37, 
118; processes data type, 94, 95. 
See also established companies; 
organizational challenges
business model: customer network, 
22–24, 23; disruption, splitting 
of, 234–35; disruption map tool, 
218–24, 219; disruption theory 
components, 195–96, 202–8; 
disruption theory variables, 
213–18; mass-market, 22, 22–24; 

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I N D E X

263
platform map tool, 71–73, 72; 
platform theory origins, 55–56; 
two sides of, 203–4
Cadillac, 108
Caesar’s Entertainment, 115
Capital One, 130
cars: manufacturing industry, 
76–77, 171, 196, 215; service 
industry, 54, 61, 156, 179, 228, 232
casino industry, 115
Caterpillar, 120
causality, 103, 131
Cauz, Jorge, 2, 172
channel conflict, 85–86
Charles Schwab, 233
Chase, Robin, 156
Chesbrough, Henry, 190
Chesky, Brian, 50–52, 63
China, 64, 66
Choueiri, Alexandre, 104–5
Christensen, Clayton, 179, 200–202, 
208, 214, 233
churches, virtual, 19–20
Cirque du Soleil, 197
Cisco, 39, 99
Citibank, 37, 49
city infrastructure, 96–97, 106
cloud computing: big data and, 101; 
customer network access by, 32; 
in platform spectrum, 62
CLV. See customer lifetime value
CNN, 39
Coca-Cola, 35, 104, 117–18
cognitive computing, 100–101
collaboration: by co-opetition, 
74–76; by customer data sharing, 
106, 112, 119, 120; customer 
network behavior of, 30; 
customer network strategy for, 
31, 38–40, 45; data as power for, 
90–91
Columbia Business School, 27, 104, 
107, 176, 203, 241
Columbia Sportswear, 34
comics, 174, 191
communication: industry 
disruption, 217–18, 230–31, 
232–33; internal business, 37, 118; 
social media customer connect, 
31, 36–38, 45, 176
companies. See established 
companies
comparison shopping, 27
competition: asymmetric, 76–77, 
196–97; co-opetition and, 74–76; 
customer network collaboration 
in, 39; disintermediation in, 
77–78, 81–82, 82; fluidity of, 
76–77; intermediation in, 78–79, 
199; leadership, 74, 86–88; 
leverage of, 81, 81–83, 82; open, 
39; organizational challenges 
of, 85–88; platform benefits in, 
64–68; platform differentiation 
in, 68, 68–71; rethinking, 52–53,