美國《Time》雜誌提名比爾蓋茲夫婦與搖滾歌手波諾(Bono)為2005年年度風雲人物(person of the year),因為「比爾蓋茲夫婦和波諾讓行善變得靈活,讓慈善更聰明,讓希望更具策略性,然後挑戰所有人,讓大眾勇於追隨。」 從成立至今,蓋茲基金會捐出226.1億美元的鉅款,資助了6,293項的慈善專案,地點則橫跨了全世界那些極貧的地區,挽救不勝可數的生命。短短十年間,從軟體業起家的Bill Gates究竟從Microsoft的平台商業模式與策略當中學到哪些關鍵成功因素,快速壯大了基金會的規模,並把他每一分錢的價值發揮到最大。 本研究主要在分析比爾與梅琳達•蓋茲基金會的平台商業模式,並且深入了解打造平台價值主張的各項活動,最後找出蓋茲基金會的平台策略的關鍵成功因素,以呼應Microsoft的經驗傳承。 本研究的目的在提供其他非營利組織及慈善事業一些建議,使他們不但能夠學習到比爾與梅琳達•蓋茲基金會這個獨特的個案,並且可以了解到它在平台設計上的一些原始策略思考,並在在此基礎上創新。
For being shrewd about doing good, for rewiring politics and re-engineering justice, for making mercy smarter and hope strategic and then daring the rest of us to follow, Bill and Melinda Gates and Bono are TIME's Persons of the Year. Therefore , this study analysis platform business model of the Bill and Melinda Gates Fundation , and deeply investigate each activity from platform value propositions. Finally, find out the key success factors of Gate’s foundation to echo Microsoft’s experience inheritance . This study hopes to provide a piece of advice to the other non-profit organizations so that they could learn from the Bill and Melinda Gates Fundation’s experiences or even mirror some of the original strategic thoughts of its platform designs once they decided to develop more aggressively on the philanthropy.