The value of teaming up is what provides value in partnerships and alliances along with partner ecosystems.
I have been working and exchanging thinking and concepts with Mikel Mangold and we brainstormed about 𝚃𝚑𝚎 𝚅𝚊𝚕𝚞𝚎 𝚘𝚏 𝙿𝚊𝚛𝚝𝚗𝚎𝚛 𝙴𝚌𝚘𝚜𝚢𝚜𝚝𝚎𝚖 🤝 and came out with this handy visual
Companies like Dell, Schneider Electric, Tesla, Startups, IKea, Philips, Siemens, Microsoft, AWS, Salesforce, Nike, Patagonia and many many more know that partner ecosystems drive transformative growth.
Strategic alliances deliver impressive gains, with previous EY research showing that successful ecosystems contribute 16.2% incremental revenue growth, 16.5% incremental earnings, and 14.6% cost reduction. In today’s world, ecosystems aren’t just helpful—they’re essential. Here’s why:
I am working to validate and expand on the value proposition of the Interconnected Business Ecosystem Framework and have tried to create, hopefully, a compelling pitch that will bring others on board to advance this initiative. I have published this pitch on both of my primary sites, discussing innovation, business, and ecosystems, as they both provide a combination effect for understanding this framework.
I initially called this “the hierarchy of business ecosystem needs,” which built out an interconnected framework of business ecosystems that give organizations a real alternative to how they operate today and in the future.
I provided a comprehensive series of outline papers as the introduction phase earlier this year, which provided the concepts forming a cohesive outline structure of how organizations should think through the future. Also, I provided an earlier view on my paul4innovating.com posting site of “pitching business ecosystems opens up the possibility of real change.”
We need to really open our thinking towards collaborative ecosystems. This is one of openly collaborating and co-creating in different Ecosystem structures and designs to provide a greater diversity of opinions, knowledge, and resources.
This “pooling or network effect” forms around more complex challenges to tackle, thus giving a more sustaining and hopefully greater value in solutions to the needs of their customers, markets, or areas of need.
I have recognized this needed rebranding- hierarchy has some negative connotations.
I have now entitled this The Interconnected Business Ecosystem Framework as it reflects the essence of what I believe this framework provides
Marketplace Design can drive bottom-up Ecosystem designs.
Do Marketplace designs drive the adoption of platforms and ecosystems? Marketplaces should certainly be fast followers as they will shape future decisions by their attraction. Once a platform and its strategic design and intent are in place, Marketplace attracting becomes a critical attraction as the place you buy, sell and develop the solutions needed to achieve the value derived from building and investing in platforms and collaborations built around Ecosystem thinking and design.
Does this more “bottom-up” approach of accelerating the attraction of having Marketplaces more open and ready for the “trading” business make sense, and is the better way to achieve an Ecosystem adoption?
Marketplace designs can indeed drive the adoption of platforms and ecosystems. A marketplace approach can facilitate a “bottom-up” adoption strategy, where individual participants are attracted to the ecosystem through the value they can gain as buyers, sellers, or users of services.
It is always vitally important that any contributor to marketplace solutions receives recognition for their work, efforts, or willingness to participate in enabling and strengthening the Marketplace. The success of any Marketplace is engagement- making it attractive to participate and contribute.
The Importance of Hierarchy of Business Ecosystems
Why Are WeRecommendingNavigating into this World of Interconnected Ecosystems?
In the ever-changing and fast-paced world of business and innovation, the paradigm is shifting towards collaborative ecosystems. Traditional models are making way for a new approach emphasising openness, adaptability, and shared vision.
This transformative journey is encapsulated in the Hierarchy of Business Ecosystem Needs, a cascading framework comprising four interconnected layers: Innovation Ecosystems, Business Ecosystems, Dynamic Ecosystems, and the Ecosystems of Enterprises.
Introduction to the Hierarchy:
The Hierarchy of Business Ecosystem Needs is a construct of collaborative ecosystems, navigating complexity with agility, openness, and shared vision. Each layer contributes to the orchestration of innovation, business synergy, dynamic resilience, and collaborative prosperity.
The interconnected dynamics and strategic integration across layers create a self-reinforcing cycle of success. As organizations embark on this transformative journey, they move beyond boundaries, adapting to change, fostering resilience, and achieving collective prosperity through collaborative power, providing the catalyst to a different, highly collaborative management paradigm.
Sub–Title: “Prosperity Unleashed Through Collaborative Power”
The Ecosystem of Enterprises- the Apex in the Hierarchy of Business Ecosystems
The Ecosystem of Enterprises Layer- the pinnacle or apex
Ascend to the pinnacle within the Hierarchy of Business Ecosystem Needs where entities dynamically achieve prosperity through collaborative efforts across Enterprises—the Collaborative and Sustaining Prosperity point. The need here is to explore the mechanisms where organizations collaboratively drive value, share prosperity, and unlock opportunities that transcend individual capabilities. This is the final layer of the interconnected Ecosystem thinking and design.
I am introducing the Hierarchy of Business Ecosystem Needs in several posts within this framework. I am outlining the top layer here, the final layer- the Ecosystem of Enterprises. This drives the interconnected Ecosystems in all of what they do.
As I have previously mentioned, the design of this Hierarchy of Business Ecosystems is modular; each Ecosystem can stand alone and offer significant value, but it is part of a more extensive cohesive system where each layer contributes to the overall success of collaborative ecosystems.
The importance of this top tier- the Ecosystem of Enterprises
Leadership needs to drive the profound shift to highly collaborative and co-created Ecosystems, designed and thought through to achieve a collective vision, sets of objectives and ultimate success of (multiple) missions; it does that through this Ecosystem of Enterprises.
Understanding the Dynamic Ecosystem within the Hierarchy of Business Ecosystems
I am introducing the Hierarchy of Business Ecosystem Needs in several posts. This is the sixth post within the series introducing the fourth and most novel layer- the Dynamic Ecosystem. I find this the most exciting ecosystem, with the potential to transform and challenge all of what we do.
The Dynamic Ecosystem is a unique and critical layer within the Hierarchy of Business Ecosystem Needs. It plays a pivotal role in shaping the overall ecosystem; I would argue it is the unique essence of this design.
As I have previously mentioned, the design of this Hierarchy of Business Ecosystems is modular; each Ecosystem can stand alone and offer significant value, but it is part of a more extensive cohesive system where each layer contributes to the overall success of collaborative ecosystems.
Achieving any dynamics within the system generates the potential for change. Providing the Ecosystem environment to build out dynamism enables the capabilities to challenge and have the abilities to disrupt.
The Dynamic Ecosystem is a transformational part of future-proofing the business.
Sub-Title: “Strategic Synergy: The Business Ecosystem”
Achieving the Synergy in Business Ecosystems
I am introducing the Hierarchy of Ecosystem Needs in a series of posts. This is the fourth post within the series introducing the second layer- the Business Ecosystem.
As I have previously mentioned, the design of this Hierarchy of Ecosystems is modular; each Ecosystem can stand alone and offer significant value, but it is part of a more extensive cohesive system where each layer contributes to the overall success of collaborative ecosystems.
The holistic perspective is covered in the opening and closing posts within the series.
This interconnected story attempts to convey the power of transformation; each layer’s structure and unique propositions give a dynamic and resilient ecosystem set that aims to drive collective prosperity and sustain excellence.
Introducing the essential components of the Business Ecosystem
Sub-Title: Building Innovation Foundations by Fostering Creativity: The Innovation Ecosystem
How can you drive growth? What will give you a different impact on your business? How do you build out your innovation differently? Where do you seek out your creativity?
I am introducing the Hierarchy of Ecosystem Needs in a series of posts. This is the third post after the initial introduction, of navigating the new and then outlining and building the business case. This post introduces the foundation layer- the Innovation Ecosystem.
Ecosystems are becoming the way to design a business to achieve in a complex and challenging business landscape. They are a new way of working in collaborative, purposefully designed ecosystems that give radically different ways to innovate.
In the constantly changing and fast-paced landscape of modern business, fostering creativity is not just a goal; it’s a necessity. In this post, we delve into the foundational layer of the Innovation Ecosystem, where shared challenges and dynamic creativity converge to create an environment ripe for innovation.
The holistic perspective is covered in the opening and closing posts within the series. This interconnected story attempts to convey the power of transformation; each layer’s structure and unique propositions give a dynamic and resilient ecosystem set that aims to drive collective prosperity and sustain excellence.
Setting the Stage Sub-Title: “Harmony in Complexity”
Navigating the New: Introducing the Hierarchy of Ecosystem Needs
The Hierarchy of Business Ecosystem Needs is a Collaborative Set of Four Layers of Interconnected Ecosystems that reflect a unique value proposition, suggesting navigating business complexity differently in the future.
Each of these layers can be built independently, offering substantial value in its own right, but when interconnected, they create a dynamic and resilient ecosystem that drives collective prosperity and sustaining excellence.
Each layer in the Hierarchy of Business Ecosystem Needs contributes to the harmonious orchestration of innovation, business synergy, dynamic resilience, and collaborative prosperity, paving the way for a new era of interconnected success.
We are searching for a different growth curve, and to achieve this, we need a radically different design of how we approach business in collaborative and co-creation ecosystems.
Here, I outline the initial case for this Business Ecosystem Hierarchy, offering the potential for the transformative power of collaborative ecosystems together.
In a series of posts, I will provide this initially connected narrative and then provide individual ecosystem layer posts covering innovation, business, dynamics and enterprise-building ecosystems. This has a clear message of being interconnected as each layer contributes to the whole, and I trust it provides an introductory but comprehensive understanding of the values of synergies, interdependencies and the exponential value created when these layers are interconnected.
The value of Ecosystems cannot be understated. Be these “innovation ecosystems”, “business ecosystems” or “dynamic ecosystems.” They form a “hierarchy of ecosystem needs“, and that is where I will be going in the weeks ahead to explain this integrated and interconnected framing of ecosystems.
I have gotten relatively excited about this strand of thinking and ecosystem design as it has been a reasonably extensive period of research building this out to a validation point.
This is undoubtedly giving me a sense of purpose in exploring ecosystems extensively as it is the way we do need to go in extracting growth and value and give a more significant impact to all the complexity and challenges we are facing in today’s and our future world.
Let me recap for those recovering from their December and early January excesses.
