Tag Archives: Ecosyste Strategic Evolution

Evaluating Actual Business Ecosystems Using the Nine Dimension Diagnostic

Posted on by
Applying the Diagnostic

I built the Nine Dimensions comparative diagnostic to evaluate the differences between organisations on their Ecosystem journey to gain both insights and potential gaps that might want to be filled, hopefully with my help.

Recently I undertook a set of focused evaluations on different Healthcare organizations- Novartis, Roche, Bayer, Royal Philips and Siemens Healthineers for understanding their present Ecosystem position.

My next step was to extend this diagnostic approach across into other sectors as well, in wanting to establish a more updated “universal” diagnostic tool. This post takes me into the Industrial sector and the e-commerce one

So,stepping out of the work achieved in the Heathcare sector I have actually re-tested* against a group of Industrial and e-commerce offering marketplaces connecting businesses and buyers worldwide. I chose Siemens AG, Schneider Electric, Salesforce and Alibaba.

*Why re-tested? In much earlier work on Ecosystem validations I used a different nine dimensions, more general-purpose instrument: it was good for establishing “does this company have ecosystem architecture at all,” weak for discriminating between companies that are all somewhere in the ecosystem-emerging middle or their own ecosystem understanding. It helped me learn and relate as I was building my IIBE blueprint

This revised Nine Dimension is a sharper, more comparative instrument because it was built (or refined) under the pressure of actually needing to differentiate real companies against each other, not designed in the abstract.

This was a test to run pulling current evidence on each company’s actual ecosystem/partner model. In this specific diagnostic I had expected a cleaner split between Siemens and Schneider and Salesforce and Alibaba as these two are regarded as more mature in their Ecosystem approaches

Continue reading →

Driving the future of Healthcare through an Ecosystem approach – Here’s a Plan

Posted on by
A structured X-Ray from the IIBE

If You’re a Healthcare Diagnostics Company, Here’s What the IIBE Diagnostic Actually Means for You

You’re in a tough position:

  • You have strong diagnostic technology.
  • You face entrenched incumbents with distribution power.
  • You’re being shut out of established channels.
  • Building your own ecosystem feels expensive and slow.
  • Joining someone else’s ecosystem feels risky or unclear.
  • You’re unsure where the leverage actually is.

This is exactly the kind of situation the *IIBE Diagnostic is built for.

Let me show you how as someone who feels the pressure of entrenched competitors, rising costs, and the uncertainty of whether to build, join, or partner into an ecosystem. I’ll answer in a way that is clear, strategic, and grounded in the IIBE architecture

*IIBE stands for Intelligent Integrated Business Ecosystem – the architectural approach to Ecosystems.

1. The Diagnostic Gives You a Structural X‑Ray of Your Strategic Position

Continue reading →

Novartis Has Built Two Ecosystems. It Hasn’t Connected Them Yet. They Should.

Posted on by
The Converging Forces We Need To Connect Up

Vas Narasimhan (the CEO, Novartis) has named it directly: becoming the number one partner in the technology ecosystem is one of Novartis’s four digital strategic pillars. That is not aspirational language dropped into an investor deck. It is explicit ecosystem intent at CEO level, and it is rare in global pharma.

Novartis has acted on it. Two remarkable architectures now exist inside the company, each sophisticated enough to be a case study on its own.

I took a look at Novatis and its intent though a different approach here, exploring the results from the Intelligent Integrated Business Ecosystem (IIBE) and raising some fairly important Ecosystem building questions on Novartis, based on my analysis as part of the Healthcare research undertaken

So these two remarkable architectures seem to have so much value left on the table. There seems much to do on taking these to a very different level

Continue reading →

Evaluating Bayer and Roche for their future Ecosystem potential

Posted on by
Starting here in any Diagnostic for Building Ecosystems

Within my work on Ecosystems a significant amount of this is through Diagnostics that leads to Discovery.

Over the past month or so I have been focusing on the Healthcare section and through a number of my diagnostic tools assessed GE Healthcare, Siemens Healthineers, Royal Philips, Novartis, Bayer and Roche.

Why Healthcare? If ever the potential for applying Ecosystem thinking and design it would be in Healthcare. Yet there is so much fragmentation, current relationship constraints and design obstacles to. resolve.

I have posted observations on Siemens Healthineers (post here) and Royal Philips recently. Specifically for Royal Philips I did a very extensive Business Case outline over four posts as I took a broader range of my diagnostic tools to apply to them

Here I am focusing on Bayer and Roche, specially through my Nine-dimensional diagnostic. They aim to offer structural truths. They exist whether the organization acknowledges them. The diagnostic does not create them, it makes them visible. The ones outlined here are not part of the total evaluation undertaken, they are an initial snapshot that needs some more detailed input to gain a more definitive result.

The importance within the IIBE is the sequence, handoff, linkage and movements. In this case the nine components shown are here in these results more “stand alone”, indicative of opportunities for organizations to focus and evaluate each component, to recognise the needs to improve or spot the constraints.

The results for Bayer and Roche offered surprising and different results in the stages they are at in Ecosystem design progress

Continue reading →

The Siemens Evolution: three very different Ecosystem building stories hitting limits

Posted on by
Billions invested in components are yielding linear returns. Think Ecosystems

Siemens offers three distinct IIBE stories related to Ecosystem building – each is within the expansion of ecosystem thinking and design. Different arguments applied to three related entities at different stages of the same structural transition. AI is only part of their solutions.

The need here is all about hitting ecosystem buttons across all of them with a fully developed evaluation, analysis and emerging proposition can offer the move that transforms individual conversations into something structurally compelling. This post outlines part of this and focuses on Ecosystem Architecture..

My work operates at the intersection of ecosystem architecture and AI strategy — specifically on how organisations principally design the governance and orchestration layer, that allows intelligence to compound across a multi-actor network rather than accumulate within a single node.

I see the architectural question as the “golden thread” that runs through these individual Siemens entities and their future direction each oif them can travel, if they recognize it as their essential next step.

Continue reading →

The Dual-Force Model of AI and Ecosystems

Posted on by

The Dual-Force Model of AI + Intelligent Integrated Business Ecosystem (IIBE)

AI Isn’t the Strategy: Why Ecosystems Are the Real Moat (and AI Is the Accelerator)

What this gives — above and beyond internal AI

Why an “AI-only” strategy plateaus

Continue reading →

Germany’s industrial memory loss: Why an engineering engine is losing the ecosystem play

Posted on by
Germany’s Industrial Memory Loss

Germany may be about to do something few believed possible: lose not just industrial output, but the industrial memory that made it Europe’s most admired manufacturing power. Since the pandemic, the country has lost nearly a quarter of a million manufacturing jobs, industrial production has fallen every year since 2022, and more than 31 per cent of industrial firms now say they are less competitive globally. Paul Hobcraft’s Intelligent Integrated Business Ecosystem (IIBE) offers a sharp way to read this. It helps explain how a country can still have world-class firms, skills and institutions, yet begin to lose the architecture that allows them to learn, align and adapt together.

Some will argue that Germany is simply going through the same shift every mature economy faces. Lower-value production moves elsewhere; higher-value engineering, design and coordination stay at home. In that reading, Germany is not declining. It is upgrading.

It is a neat story. It is also too easy.

Continue reading →

Treating Ecosystems as a new asset class

Posted on by
Appreciating Assets as a new Ecosystem accounting class

Current accounting fails ecosystems. Traditional accounting assumes assets wear out, value declines with use and treats relationships as expense, knowledge is seen as overheads, coordination is a cost and trust is intangible and is left untracked.

Ecosystem assets are the capital class that becomes more valuable every time it is used. Investing in them is not a cost – it is the foundation of compounding advantage. In some ways applying this logic offers a real breakthrough, it reframes the entire investment conversation in ecosystems – and you can turn compounding from a metaphor into a management system.

It is time for us to consider treating Ecosystem assets as an appreciating capital asset class – because they grow stronger through use – and our accounting must shift from measuring cost/return to measuring what is being built and how fast it appreciates.

*** Depreciation logic was built for assets to die.

Continue reading →

The Business Ecosystem Architecture needs to be Executive-Ready

Posted on by
Accelerating inside our existing system is increasingly hard

Most organisations today are trying to move faster than the system they sit inside.
The slowdown isn’t execution. It’s structural.

They are operating inside ecosystems —
but without an ecosystem architecture.

And that missing architecture is now one of the most important, least recognised constraints on growth, innovation, and transformation.

Continue reading →

Underestimating what ecosystems really need

Posted on by
Underestimating what Ecosystems really need

Most companies still underestimate what “ecosystem” really means and why they need to go deeper into the causes of their Ecosystems not delivering what they would want. .

They think it’s a partner program. Or a platform. Or a digital initiative. Or a slide with circles and arrows.

But here’s the shift that’s already happening — quietly, structurally, and faster than most leaders realise:

Your business is no longer operating in a market. It’s operating in an ecosystem.

And that changes everything.

Continue reading →