So why do we need a Blueprint for thinking through the Business Ecosystem needs of future business? ​

• A blueprint is needed to thrive and find solutions in the face of complexity and uncertainty. ​
• Ecosystem thinking and design should be central to this blueprint, as it offers the potential for transformative power and new impact, value, and growth. ​
• The integration of business ecosystems needs the interconnected parts, with each layer contributing to the whole. ​
• The three main layers are Strategic, Operational and Crosscutting in design and building blocks
• The need is to move towards a more comprehensive understanding of the values of synergies, interdependencies, and exponential value created when these layers are interconnected.

We need to appreciate the real business ecosystems we need, they are radically different than most of how we presently undertake Business.

What we first need to do is appreciate this significant difference of what are Business Ecosystems BEFORE we jump into chasing different growth, impact or business opportunity. It needs to recognize the most likely outcome is likely to be a new collaborative Business Model and ask “are we ready for that?”

Lets start here with some key observations:

1. The blueprint recognizes that value creation isn’t linear but exponential when properly integrated. Each layer reinforces the others, creating multiplier effects.
2. Cross-cutting elements serve as the “glue” that binds the strategic and operational layers. They ensure consistency and alignment across the ecosystem.
3. The framework emphasizes both structure (through the layers) and dynamics (through the value creation mechanisms).

I introduced the the Building Blocks of the Ecosystem Business Model framework in a post in mid January 2025.

I quote “having a robust model understanding avoids many future expensive mistakes“

Having a robust Ecosystem Business Model evaluation does give a framing around the idea concept to draw out issues that arise and need early recognition to overcome or recognize the significance of the assessments.

We do need focal points and this is why I call them business blocks. They enable a growing integrated approach of the values of synergies, interdependencies and exponential values created when these three layers (strategy, operational and cross-cutting) combine and deliver the stronger foundations and recognition of understanding ecosystems, enable awareness creation, stakeholder engagement in having this assessment.

The concept of an Emerging Blueprint for Business Ecosystems offers a compelling pathway to address complexity, foster innovation, and drive exponential value creation. Here are some opening thoughts to shape and develop this blueprint:

1. Core Premise: Ecosystem Thinking at the Center

• Acknowledge that traditional linear business models struggle to cope with complexity and uncertainty.
• Ecosystem thinking must transition from being a theoretical concept to a practical, actionable approach woven into the DNA of organizational strategy, operations, and collaboration frameworks.

2. Strategic Layer: Vision and Purpose

• Define the purpose and vision of the ecosystem to align all participants around shared goals.
• Develop strategic frameworks that identify key stakeholders, map interdependencies, and articulate the unique value propositions of participating in the ecosystem.
• Embed adaptive strategies that anticipate shifts in market dynamics, stakeholder needs, and technological advancements.

3. Operational Layer: Execution and Synergies

• Translate strategy into actionable operating models, emphasizing collaboration, co-creation, and shared resource utilization.
• Foster synergies through integrated workflows that leverage collective strengths while optimizing for efficiency and resilience.
• Implement data-sharing frameworks, governance structures, and platforms that enable seamless interaction among ecosystem participants.

4. Crosscutting Layer: Enabling Connectivity and Value Flow

• Focus on the interdependencies and interconnections between the Strategic and Operational layers.
• Address cultural alignment, trust-building, and shared accountability as critical enablers.
• Use crosscutting capabilities like technology (digital platforms, AI, etc.), policy advocacy, and ecosystem-wide innovation as transformative tools.

5. Integration for Synergies and Exponential Value

• Highlight the multiplicative effect of interconnected layers. A siloed approach will undercut the transformative potential of ecosystems.
• Facilitate the co-evolution of ecosystem participants, where the collective value significantly exceeds individual contributions.
• Encourage dynamic feedback loops and continuous learning to refine and optimize the ecosystem over time.

6. Blueprint or Roadmap as a Pathway

• Create a clear roadmap with phases: Awareness, Design, Activation, and Maturation.
• Develop tools, frameworks, and diagnostic approaches to help organizations assess their ecosystem readiness and progress.
• Provide case studies, best practices, and workshops to ground theoretical insights in actionable knowledge.

7. Overcoming Challenges and Building Momentum

• Address potential barriers such as misaligned incentives, resistance to change, and governance complexity.
• Demonstrate the value of ecosystem participation through measurable outcomes like accelerated innovation, enhanced resilience, and access to new growth opportunities.

Each layer builds the foundation of understanding for the ecosystem’s purpose and its overall direction. It answers “why” and “what” the ecosystem aims to achieve

By addressing these areas, the blueprint can empower organizations to navigate uncertainty, unlock synergies, and create a pathway toward sustainable growth and impact. It clears their (collective) brain and gives them the initial understanding of what applying Business Ecosystem design and thinking will mean in the type of transformation needed to be undertaken and what is presently available as needing amplification and fresh emphasis.

What needs to be recognized is the focus upon the really important value of Feedback Loops Across the Layers, for example

• Insights from operational challenges inform strategic pivots, while crosscutting enablers ensure adaptability.

• Operational inefficiencies highlighted by metrics lead to revisiting strategy; technological advancements inform new strategic priorities.

The need to create a clear roadmap with phases: Awareness, Design, Activation, and Maturation through a diagnostic approach does help organizations assess their ecosystem readiness and progress

What are your thoughts on starting with a framework draft for the three layers and focusing on the interdependencies between them?

Lets talk if you are designing an Ecosystem for your business. I can facilitate and guide the needed conversations and analysis points. We start by defining what an Ecosystem is, what you need it for and then how you would determine its value and distinctiveness through this blueprint mapping required.