What do some of the best-known tech companies have in common? Surely, they all are incredibly successful. But they all are also platform-based organizations that through the agility with which they are able to innovate and scale, have redefined entire industries by creating ecosystems and connecting users, data, and services in ways traditional firms could never match (Blumberg et al., 2020). Over the past decade, platform business models have revolutionized entire industries. Airbnb reshaped hospitality without owning a single hotel. Uber transformed urban transport without a fleet of cars. Spotify turned music into a service rather than a product. Yet, while these consumer-facing industries have been transformed almost overnight, others — like procurement, manufacturing, or healthcare — have been far slower to “platformize.”
The difference lies in how easily digital platforms can generate network effects. Platforms thrive when they connect fragmented markets, reduce transaction costs, and create standardized interactions between users (Madanaguli et al., 2023). If you think of a ride, a song, or a stay, transactions here are relatively simple. In sectors such as hospitality or entertainment, data is abundant, trust can be built through ratings, and users switch platforms easily.
In contrast, industries like B2B procurement involve complex relationships built on trust, quality assurance, and long-term contracts (Beard, 2025). Transactions are high-value, and negotiations are delicate and require time. As a result, even if the benefits of digital matching are clear – transparency, efficiency, and data insights – adoption takes time. Even emerging B2B platforms such as Torg or Wonnda, which connect food and beverage buyers with suppliers, must first overcome structural and cultural barriers before achieving the same level of network-driven momentum as Uber or Airbnb. Still, things are changing. Advances in AI and automation are reducing friction in traditionally “offline” sectors. As information flows become more standardized, we can expect a new wave of platforms to emerge — this time not for your next ride or vacation, but for sourcing ingredients, manufacturing components, or managing supply chains.
The question is no longer if platforms will disrupt every industry, but how fast and who will lead the change.
References
Beard, N. V. (2025, September 8). Optimising B2B procurement for the future (2025). BigCommerce. https://www.bigcommerce.co.uk/articles/b2b-ecommerce/b2b-procurement/
Blumberg, S., Kürtz, K., Bossert, O., & Richter, G. (2020, March 12). The power of platforms to reshape the business. McKinsey & Company. Retrieved October 5, 2025, from https://www.mckinsey.com/capabilities/mckinsey-digital/our-insights/tech-forward/the-power-of-platforms-to-reshape-the-business
Madanaguli, A., Parida, V., Sjödin, D., & Oghazi, P. (2023). Literature review on industrial digital platforms: A business model perspective and suggestions for future research. Technological Forecasting and Social Change, 194, 122606. https://doi.org/10.1016/j.techfore.2023.122606
Soares, I., & Nieto-Mengotti, M. (2024). Network effects on platform markets. Revisiting the theoretical literature. Scientific Annals of Economics and Business, 71(4), 605–623. https://doi.org/10.47743/saeb-2024-0029
