Digital platforms have disrupted many sectors but have not yet visibly transformed highly regulated industries. This study of Big Tech entry in healthcare and education explores how platforms have begun to enter highly regulated industries systematically and effectively. It presents a four-stage process model of platform entry, which we term as "digital colonization." This involves provision of data infrastructure services to regulated incumbents; data capture in the highly regulated industry; provision of data-driven insights; and design and commercialization of new products and services. The article clarifies platforms' sources of competitive advantage in highly regulated industries and concludes with managerial and policy recommendations.

In December 2018, Boom Technology Inc., a start-up based in Colorado, United States, was hoping to enter the aviation market with a supersonic aircraft. The company’s founder and chief executive officer believed that customers would pay a premium for a flight that could get them to their destination in less than half the time compared to current options.<br><br>Developing meaningful relationships within this complex web of stakeholders, including large and powerful traditional aircraft makers, regulators, airlines, and end customers, was one of the biggest challenges. In addition, two other start-ups had similar aims and were also developing relationships and alliances with different businesses in the sector.<br><br>The company’s founder was contemplating several key business decisions. Was supersonic flight a technologically possible and economically viable form of transport? How could the company convince airlines to buy the supersonic aircraft? Was building a supersonic private business jet a safer bet?

In December 2018, Boom Technology Inc., a start-up based in Colorado, United States, was hoping to enter the aviation market with a supersonic aircraft. The company's founder and chief executive officer believed that customers would pay a premium for a flight that could get them to their destination in less than half the time compared to current options. Developing meaningful relationships within this complex web of stakeholders, including large and powerful traditional aircraft makers, regulators, airlines, and end customers, was one of the biggest challenges. In addition, two other start-ups had similar aims and were also developing relationships and alliances with different businesses in the sector. The company's founder was contemplating several key business decisions. Was supersonic flight a technologically possible and economically viable form of transport? How could the company convince airlines to buy the supersonic aircraft? Was building a supersonic private business jet a safer bet?