Moving towards the integrated future of Innovation and Business Ecosystems

Heading towards 2025 on Innovation and Business Ecosystems integration thinking

Where I stand today that moves me to the future

Let me provide a really short round up of 2024 from my learning and explaining on innovation ecosystems and specifically integrated business ecosystems. Then I outline some of my plans for 2025 to build out the value of Ecosystems in business.

Ecosystems for business have an absolute need to be integrated, they are heavily interconnected. This post of A New Way to Drive Value Through The Integrated Business Ecosystem Design provides handy visuals depicting the different ecosystems that make up (my) integrated business ecosystem framework.

I have spend time on measuring success, defining the different components, exploring and extending this out. I had a recent post showing some key developments in this thinking with reference posts, moving towards providing a compelling business ecosystem case

I sought out a AI generated view from Google NotebookNL research assistants discussing why Ecosystems are really different to consider, which I found encouraging and good, easy listening.

The work in 2024 will gather even more pace in 2025

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Adding Start-Up and Entrepreneurial Ecosystem to the Integrated Business Ecosystem Model

Including Start-up and Entrepreneurial Ecosystems into the Interconnected Business Framework, makes it more comprehensive and reflective of the full spectrum of business activities. It can enable how ideas flow from innovation through entrepreneurship and into established business practices, and how larger businesses can engage with and benefit from entrepreneurial energy.

This inclusive approach would make the framework more robust and applicable across a wider range of organizations and scenarios, from nascent start-ups to multinational corporations, while still allowing for specific focus on entrepreneurial challenges when needed.

Entrepreneurial or Start-up Ecosystems: Let me explain their role in supporting startups and new ventures, driving economic growth and innovation. Each has its own unique characteristics and focus.

Let’s define this ecosystem:

The Entrepreneurial or Start-up Ecosystem, while sharing some similarities with Innovation Ecosystems, is distinct in its focus on new venture creation and the specific needs of early-stage companies. It intersects with other ecosystem types but maintains a unique identity due to its emphasis on entrepreneurship, risk-taking, and the particular challenges faced by new ventures.

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A New Way to Drive Value Through The Integrated Business Ecosystem Design

Ecosystems in the business environment are taking on a growing importance to manage greater complexity and challenges in unique collaborations than the one single organization cannot handle themselves, so limiting their growth and value potential

We need a different framing of Ecosystems, in appreciating the whole as well as its parts. Often, we describe Ecosystems in far too simplistic terms and fail to recognize the interconnected value we need to bring together from multiple Ecosystems and Networks to extract the value potential that is possible in today’s connected world.

In constructing these Ecosystems I have here provided a short explainer of the Integrated Business Ecosystem Frame and then a summary page of each of its parts with specific definitions and key component parts outlined. These are Ecosystems specifically dealing with innovation, start-up and entrepreneurial, business, dynamism, business, enterprise and enterprise to enterprise (E2E)

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Building the foundation for your future through Partner Ecosystems

Business Partner Ecosystems need clarifying

This week I really have been focusing on Partner Ecosystems Firstly comparing the differences between Partner Ecosystems with Alliances & Partnerships, evaluating my foundations and planning out my future approaches to these areas of Ecosystems. Then as part of my recent researching into the broader subject of Business Ecosystems I have been making different interconnections and tracking back to my posts specifically focused on Partner Ecosystems to make better connections. Yesterday I did a release of a collaborative “flyer” on “Unlocking Value Through Partner Systems

So it has been a well-focused time but I thought I should complete one more “backward glance” before I move forward. So I asked ChatGPT to help me, in evaluating my Partner Ecosystem posts so far, offering a summary and a useful prompter to quickly refer too.

Looking back, so I am better positioned in moving forward was my aim

I brought together this collection of past posts which needed compiling in key insights I have written on the importance and value of Partner Ecosystems. This serves for me as a foundation for a handy consolidated of points for building and maximizing partner ecosystems. It also gives me the chance to spot gaps and structure the “improved” way forward..

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Are You Unlocking Value Through Partner Ecosystems?

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:

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Evolving to my focus on the Business Ecosystem story

Building Strong Business Ecosystems

Recently I have been reflecting and giving a new focus on my journey on Business Ecosystems. On this dedicated web site ecosystems4innovating.com I have traveled from my initial emphasis on the platform and the technology parts, increasingly recognizing and moving towards building over these past few years, the business ecosystem story and understanding needed. I have evolved my thinking from over 200 plus posts published as this evolving journey to lead up to today and my current opinion. The future promises to be exciting-

Let me summarize this on a current state of Ecosystem play, as it forms the basis of where I go forward in the continued development of Business Ecosystems and why I see these as significant in value to any business searching for new growth, different impact points and recognizing the value of collaborating within networks of ecosystems to accelerate their offerings, making these more resilient and sustaining.

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Cutting through the issues with Partner Ecosystems

Cutting through the issues to build a Partner Ecosystem

Sometimes we do limit our thinking in business. One organization wants to “own it” and through this limited view deny themselves a diverse set of growth options by opening up to collaborations and co-creation.

Partner ecosystems are far, far more than supply chain or purchasing agreements. They can be a real catalyst for new growth opportunities, resolution to complex challenges and provide new options to build a business differently for impact and sustaining value.

I believe many organizations need to look beyond the “known” and explore the “unknown. It is not as uncomfortable as you might initially think, yet it needs some serious thinking through and approaching and the business case shown below might prompt your thinking to reach out.

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Why Business Ecosystems are highly valuable to think through.

Thinking through Business Ecosystems

Business ecosystems have grown in real importance for me to focus upon. Alone on this site I have written around 200 plus posts that relate to ecosystems and platforms since 2016 when I started separating my innovation thinking with this business ecosystem one.

Today, I have turned full circle, there is a need for merging these back but into innovation ecosystems for one and business ecosystems for the other, to explain different essential value parts..

Having an ecosystem-centric approach has growing advantages to navigate complexity and strive towards a new level of sustaining growth and impact.

Designing Ecosystems for collaboration, co-creation and extending your business out in radically different ways needs thinking through. It has become essential for the sustainable future tacking more complex and challenging issues

Let me provide some thoughts on this:

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Thinking and Designing for Business Ecosystems

Thinking & designing Business Ecosystems to build innovation differently

Why should we think about the potential within Business Ecosystems? What does thinking and designing for Business Ecosystems mean?

Thinking and designing for business ecosystems represents a fundamental shift in how we approach business strategy, innovation, and value creation. Let me break this down for you in a way that bridges conceptual understanding with practical application. Two statements:

  1. Thinking and designing for business ecosystems means adopting a holistic, interconnected view of business operations and strategy.
  2. Thinking and designing for Business Ecosystems is about recognizing that in today’s complex business environment, no company is an island. Success increasingly depends on a company’s ability to collaborate, co-create, and thrive within a network of diverse stakeholders.
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Living in a changing world, embracing Partner Ecosystems

copyright SIA Partners, with permission on Partner Ecosystems

I have entered into a collaborative partnership with SIA Partners on Partner Ecosystems. Combining expertise, connections, methodologies, capabilities, and client work in advising, mentoring, and consulting is exciting; in offering some genuinely unique IP methodology in concept designs, research, and industry and institution connections, a compelling service offering is emerging. We believe the diversity within the proven application and combined strengths offer much.

The time to engage to discuss what this might mean to different businesses, institutions, and societies requires radically new thinking. Partner Ecosystems can solve complex issues, make a real difference in enhancing lives, and, in many cases, save lives through collaborative efforts.

Irrespective of providing solutions to the immediate and surface-level issues we are facing today, we encourage and all need to dive deeper into those systemic challenges and position at the forefront of collaborative and co-creation approaches. This requires a progressive mindset, a recognition we must change so you can differentiate your propositions and demonstrate a deep understanding of the complexities involved in tackling systemic business issues.

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