2.1 Activity: New business models by Gia Instructor https://padlet.com/governanceinstitute/7a9h0t9h6bgovv6s Strategy & Culture en-us 2025-03-10 22:30:38 UTC 2025-12-01 04:38:13 UTC hello@padlet.com Module 2 - Qu 1. https://padlet.com/governanceinstitute/7a9h0t9h6bgovv6s/wish/3543388760 Traditional strategic frameworks still matter, but they fall short on their own. This is specific for including in a gig-driven, and with the contemporary (agile mindset) ways-of-working business operating model, and /or for any (true) transformative capability uplift. You need to treat Porter, PESTLE, VRIO and the rest as foundational lenses—then layer on real-time analytics, ecosystem orchestration and dynamic capability building. A hybrid approach delivers rigor without sacrificing the speed and flexibility today’s platforms demand (and can ensure inclusivity of a 'gig economy').

]]> 2025-08-14 13:15:24 UTC https://padlet.com/governanceinstitute/7a9h0t9h6bgovv6s/wish/3543388760 Module 2 - Qu 2. https://padlet.com/governanceinstitute/7a9h0t9h6bgovv6s/wish/3543400559 Governance for gig-economy businesses should move away from strict top-down rules and toward a collaborative, transparent network where small, decentralised teams can make fast decisions under clear legal and quality guidelines.

Real-time dashboards replace quarterly reviews by showing service levels, dispute trends, and regulatory alerts immediately, so issues get fixed on the spot. Contracts become flexible, tying pay and responsibility directly to performance and customer satisfaction.

Involving gig workers and customers in shaping policies and features builds trust and keeps people engaged. Finally, applying the same data-privacy, safety, and reputation standards to all partners ensures consistent quality and compliance across the whole platform.

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