Providing the Building Blocks of the Ecosystem Business Model framework

Providing the full building blocks of the Ecosystem Business Model

I share this outlined design frame here, clearly to advance Business Ecosystems and provide a framework that enables individuals, groups and (multiple) organizations to begin to organize their conversations into the building blocks to explain and build Ecosystem conversations.

Business ecosystems are complex and often chase down challenges that potentially offer levels of uniqueness and significant improvement on what is existing or known as the existing solutions within the market place but are highly complex in their nature.

In my recent post I provided an initial Ecosystem Business Model frame to introduce and build out a common language and then took that into nine building blocks to get to the point of validating the thinking behind this emerging concept to decide in a further evaluation in a structured way

Providing the full Ecosystem Business Model is the next step

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Breaking down complexity, introducing the Ecosystem Business Model frame

Building the Ecosystem Business model is a paradigm shift

Building Business Ecosystems can be complex to build, let alone explain. I have been working on an evolving Ecosystem Business Model for some time.

So many people are unable to explain Business Ecosystems, especially to others and it holds its evolution back. Let me explain some of my thinking here

I visualized a starting point nearly all should be familiar with, of the Business Model Canvas, by Alexander Osterwalder, drawn from his PhD thesis, supervised by Yves Pigneur (2004), called a business model ontology.

This BMC become a phenomena to enable us to easily describe what building blocks need to be considered for building a business model. As a visual chart it enabled us all to build a picture. It allowed us to describe, design, challenge, invent, explain and eventually recognize where to pivot your business model.

That business model canvas tends to stay rooted (or designed) in the single entity in its intention and as Business Ecosystems involve multiple and diverse stakeholders it helps but, in my opinion, does not reflect the design needed for these Ecosystem models.

In my view “In today’s interconnected world, businesses are increasingly operating within complex ecosystems. Traditional business models often fail to capture the dynamics and interdependence of these ecosystems, leading to missed opportunities of significant competitive advantage and exposure to increased risks that others are recognizing changes and equally on the hunt for new Business Models”

We need to build an Ecosystem Business Model story

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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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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 πšƒπš‘πšŽ πš…πšŠπš•πšžπšŽ 𝚘𝚏 π™ΏπšŠπš›πšπš—πšŽπš› π™΄πšŒπš˜πšœπš’πšœπšπšŽπš– 🀝 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 helpfulβ€”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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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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Charting your unique ecosystem pathway to collaborative success.

Charting a pathway of collaboration to a successful Ecosystem

It’s not just about where you fit in the ecosystem – it’s about how you can reshape it, and the unique journey you’ll undertake to get there, transforming your ecosystem presence from a set of business relationships into a vibrant, strategic asset that defines your place in the interconnected economy, making it resilient and highly adaptive. The ability to be highly collaborative and adaptive.

Charting Your Unique Path to Collaborative Success

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The importance of Business Ecosystems? Are you future-aware?

Building out the arguments to make a compelling business change case for Business Ecosystems needs to cover significant areas to address and recognise. Any view needs to offer some compelling reasons to recognize that there is a powerful need to shift to a more modern, network-centric view for business operations and strategy. Compiling this set of opinions takes time to shape into a concise document.

Here, I want to limit the positioning to two parts: today’s need to change our thinking, recognition, and design aspects toward business ecosystems and then provide a future awareness document.

You need to recognise its multiple parts to make any significant change towards ecosystems as a business approach. So, my aim here is to provide a more comprehensive and forward-looking perspective, making the argument more compelling and actionable for C-level executives.

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