I have been undertaking a fairly extensive review of some of the largest Industrial Organisations and their current approaches to Ecosystems. Each is unique, partly based on their legacy positioning but partly on how they have chosen to evolve out their ecosystem approaches into the market place.

In a fairly extensive evaluation I have written my evaluation within this post “Are We Choking On Weak Ecosystem Signals missing Unexploited Synergies“

Taking and evaluating the following : Johnson Controls (JCI), Rockwell Automation, Emerson, Honeywell, Mitsubishi Electric, Knapp AG, Thyssenkrupp AG, Hitachi Energy and Baker Hughes it is amazing how each is approaching their Ecosystem management differently, how they are at different levels of maturity but also how ALL of THEM are failing to address Ecosystems in a comprehensive, systematic and structured way. Legacy is partly “at fault” but the biggest failure is applying management designs suited to the single organization not to a growing, dynamic network of partners. Until they open up to this shared collaboration the opportunities for a different level of growth stay restricted.

Where these organizations have taken Ecosystem designs is that they have tried to innovate internally only, their legacy corporate structures, internal silos and platform-first mindsets as the wrong Ecosystem approach, these are choking out weak signals. To overcome this they need to map their blind spots, surface unexploited partner synergies and deliver validated “investable options” back to their executive leadership.