Who orchestrates or facilitates this process of building out a Business Partner Ecosystem? Is it the lead company recognizing the value of building a more robust partner ecosystem or bringing in a specialized consultancy able to facilitate the significant amount of work this usually means?
It is not just about dedicated time but about experience, understanding, and recognition of all that can potentially change when exploiting ecosystems and being adaptive enough to respond.
There are typically two main approaches to orchestrating the process of building and managing a partner ecosystem:
Why should we consider establishing the Hierarchy of Business Ecosystem Needs within a single organization and collaboratively between Enterprises? It is recognized today that Ecosystem design and thinking provide demonstrable value and gain.
Building the Case for the Hierarchy of Business Ecosystem Needs:
In the rapidly evolving business landscape, we face constant change and recognise complexity is rapidly becoming the norm. The hierarchy of ecosystem needs emerged from my work and studies of ecosystems as a compelling and viable alternative for organizations to consider, manage their business, and look to extend their growth and potential through the ability to open up and create in different, highly collaborative ways.
This strategic paradigm dramatically shifts individual organizations towards sustained prosperity and fosters collaborative ecosystems that amplify collective impact, knowledge exchange, value and growth potential.
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.
There have been so many success stories, specifically in industry and the energy transition, that are so reliant on collaborations and co-creations, coming from essential ecosystem design and thinking. This is partly why I focus on the Energy Transition and Industrial Transformation for my innovation and ecosystem work.
Let us remind ourselves where those collaborations between different stakeholders deliver real change in radical, innovative solutions.
I keep being asked what Innovation Ecosystems are, why they seem slower in adoption than expected in the business environment, and how you can overcome reluctance and possible resistance to the need to change.
So, I thought I would list what the role of innovation ecosystems can provide and why they are essential and offer suggestions on gaining greater identification and adoption.
What is the role of innovation ecosystems?
Innovation ecosystems drive innovation, economic growth, and societal impact. They serve as collaborative platforms where individuals, organizations, and institutions from diverse backgrounds unite to share knowledge, resources, and ideas to bring new ideas to market and address pressing challenges.
They are rapidly becoming the backbone of a thriving knowledge economy where collaboration, knowledge exchange, and entrepreneurship drive progress in collectively coming together to tackle complex and complicated challenges that individual entities alone cannot attempt or fully resolve.
Why is design thinking regarded as so crucial to the future of innovation in a world of accelerating interplays between humans, technology and generative AI? How will a more open world of ecosystem partnerships gain from these interplays? Will radically different innovative interplays happen?
By embracing design thinking principles that have a growing interplay with Technology and AI generative thinking, there is the future promise of innovative solutions that address real-world complex problems. An interplay between humans, technology, and generative AI holds real future promise for offering outstanding contributions in collaborations, originality and different insights.
What will be the changes or potential to leverage these three of Design Thinking, Technology and AI Generative Thinking for solving innovation challenges in the future?
In any connected innovation ecosystem, l see four main components that must be explored, connected and built out. These are connecting value creation, knowledge transfer, co-creation and competitive positioning. Recognizing these as interconnected builds on the core of what we already have; we make our innovation activities more dynamic and integrated, looking to provide further impact.
I have been building a framework for Business Innovation Ecosystems under “Integrated Framework for Innovation Ecosystems” and have outlined the connected story and explored the four components in my last post in their descriptive meaning in some detail.
In this post, I have taken each component, breaking down their contributions in the interconnectedness they provide and how they anchor the navigating of the dynamic nature of innovation and then provide the multifaceted impacts beyond just measuring metrics that significantly “lift” collaborations and give greater weight on ecosystem thinking and design.
I have been spending time arguing for and validating why and how ecosystems in business and applying innovation in their design and thinking are the growing future mechanism for managing new growth, delivering impact and value within Business, and for the final consumer of the goods and services.
The potential within deploying ecosystem thinking can be derived from this highly collaborative approach in finding new ways to design and deliver different options to the existing offerings, offering a different value creation potential, providing for more compelling solutions and finding different ways of solving often complex problems with this co-creating approach.
Yet, I have realized that I have not given the time or attention to the technology issues associated with the move towards adopting an ecosystem approach. So, this post begins to address this.
I believe technology is a vital enabler for building out thriving ecosystems.
Does our technology understanding in organizations and its application to Ecosystem thinking and design fail to be clearly understood as needing a different, perhaps distinctive, structural approach or system?
Building out capability based on a single organization’s needs is a mistake. Understanding the differences in collaborating, co-creating and exchanging across organizations needs a very different design, security and approach mentality.
A range of success stories showcase the value of ecosystem thinking in different industries relating to the energy transition. These are important to emphasise as they recognize the importance of combining a mix of stakeholders, technologies and organizations in interconnected and interdependent ways.
Ask how we can leverage and use Ecosystem thinking and design to promote innovation within the Energy Transition, as it is a powerful approach to radical change. By fostering collaborations and synergies, you can accelerate the development and adoption of innovative solutions for the energy transition.
Before we look at examples of ecosystem thinking and designs applied, we should consider a step-by-step guide to use and apply ecosystem thinking and design applicable to the energy transition.
The theory goes you identify an Ecosystem of like-minded businesses that share a common need to solve a vexing problem, challenge or concept. Then, one party sets up a platform or gains the agreement of one already available, a neutral platform, to use it. Hence, it has all the technology, governance and structure to enable the group to communicate, exchange and build the (emerging) solution to work and then have the structure for it to (rapidly) scale.
The marketplace, the third part, often gets left to last when those achieving this new solution realize it needs a place for actual exchange, a thriving buyer/seller market.
Today, we have witnessed a rapid expansion of the Marketplace on offer. Marketplaces are increasingly being stretched, and the boundaries of their understanding keep extending. We have moved from simply listing, though, to transactional marketplaces ( travel, delivery), full-stack marketplaces (on-demand services- Uber), Market Maker (for homes, cars, jobs) into eCommerce(fashion, groceries) and Direct-to-Consumer( food, banking, wellness, lifestyle and eyewear)
By participating at an Ecosystem level, you are putting clear skin in the game; the platform provider tends to drive the roadmap, provide the governance and often play the lead role. There are so many “neutral” platform providers that much of the technology and engineering solutions can be resolved by using established platforms that many of the tensions, when ecosystems are formed, can fall away, allowing those working on a challenge to focus specifically on that and spend their time breaking down the IP and the returns, building the new solution.
Yet it is the role of the Marketplace that determines increasingly the success. Just reflect on some of the most prominent marketplaces. You have Amazon, Alibaba, Airbnb, Salesforce, Booking, eBay, LinkedIn, etc.
