Core thesis
Teamplay is underperforming because Siemens built a marketplace before building the workflow, governance, and service architecture required for platform network effects. The fix is not more app listings — it is repositioning Fleet as the marketplace entry point, separating the sponsor and provider layers, and standardizing the end-to-end app lifecycle across a governed three-lane partner model.
Interactive prototypes
Fleet dashboard mockup
What the hospital experience should look like — apps surfaced through Fleet, usage tracking per scanner, Lane A/B/C attribution, support tickets, and peer-based recommendations.
Open interactive mockup →
Digital Marketplace mockup
The full app catalog experience — 72 apps filtered by Lane A/B/C governance, scanner compatibility, and clinical field. The page the "Browse marketplace" button should lead to.
Open marketplace mockup →
Diagrams
Governance & platform architecture
The Lane A/B/C partner governance model and the substrate/sponsor/provider layer separation unified in a single diagram. What Siemens keeps, what it opens, and how partner access is controlled.
View diagram →
Data coordination & the flywheel
Same-side network effects through fleet data coordination — cross-hospital benchmarks, predictive maintenance, and protocol optimization. Contrasted with GE Predix's failure. Van Alstyne B2B framework applied.
View diagram →
Examples — platform theory in practice
Autodesk: from software to platform
How Autodesk opened its CAD platform to third-party developers and transformed from a product company into an ecosystem — and what Siemens can apply from that transition.
Airbus Skywise: aviation data flywheel
How Airbus built a cross-airline data coordination platform — and how Skywise's network effects model maps directly to Siemens' scanner fleet opportunity.
GE Predix: why the thesis failed
GE Predix had the same industrial data platform vision. What went wrong, why the installed base mattered, and why Siemens is positioned differently.
Research context
Internal research
6 Siemens stakeholder surveys across Portfolio, Product, Business Development, and MR leadership
External research
3 hospital interviews — NYU Langone, BU Neuroimaging Center, Atrius Health
Key external finding
Active Siemens fleet customer at Atrius Health had never heard of the Teamplay marketplace
Framework applied
Marshall Van Alstyne platform theory — cross-side network effects, governance, interaction design