I do, it seems, work a lot on integrating systems. So much of this work is specifically focused on advancing innovation in processes, design, and flows through applying Ecosystem thinking and design. So much of what we discover seems to always fall between gaps in how we organize this into a cohesive whole getting to a commercial conclusion.
There are many reasons, for example, it could be in the handover from one person to another or team to team, it could be the ignoring of aspects that seemed unimportant earlier on, ignored as a concept progresses and completely forgotten at the final stages, yet this insight or nugget of information held the key to unlocking a discovery moment. We seem bad at integrating our thinking or processes, hence my constant “quest” to find ways to bring things together for integrated thinking and designs.
This is why I focus on Ecosystems in thinking and design. The other day I picked up on something in my research I felt was important within Business Ecosystems thinking. It took a while to put this into the understanding that “really” seems to talk to me and I hope you
Let me explain as I think it is important:
Firstly a brief explainer
The Integrated System needs a (simple) explainer
“To achieve Ecosystems the system cannot operate in isolation – they form an integrated system where each reinforces the others”
* Core mechanics and structured elements provide the foundation
* Growth mechanisms and value amplification drive expansion
* Adaptation mechanisms and dynamic nature ensure relevance
* Stability mechanisms and optimization create reliability and efficiency
* Environmental alignment ensures sustainability
Organizations that master these integrated ecosystem dynamics and interdependencies can become skilled architects and practitioners, creating extraordinary value through the dynamics of orchestrated interdependence.
These systems don’t operate separately—they constantly interact and reinforce each other:
- The foundation enables growth by providing a stable platform for expansion
- Growth creates resources for adaptation and optimization
- Adaptation ensures the foundation remains relevant as conditions change
- Reliability makes the ecosystem attractive for new participants
- Environmental alignment ensures long-term viability for all other systems
What makes this framework particularly strong is that it:
- Emphasizes relationships between components rather than just the components themselves
- Uses natural system metaphors that make the concepts intuitive
- Balances both structure and dynamics
- Incorporates both internal functioning and external alignment
- Connects abstract concepts to practical business outcomes
I outlined an “Emerging “Blueprint for thinking through Business Ecosystems” but this concentrated on the interconnected parts, with each layer contributing to the whole. The three main layers are Strategic, Operational and Crosscutting in design and building blocks or components but it did not address the stepping back and ensuring its parts became fully integrated. This framework discussed here I believe does.
The Integrated System of Business Ecosystems: Going a little deeper
Think of a business ecosystem as a living organism rather than a machine. Like any living system, it cannot function if its parts are isolated—they must work together in harmony. Here’s how this integrated system works in practice:
The Foundation: Structure and Flow
Core mechanics + Structured elements
Imagine building a city. You need both the infrastructure (roads, power grid, water systems) and the rules for how people use them (traffic laws, utility regulations). Similarly, business ecosystems need:
- Structured elements: The platforms, standards, and frameworks that participants can rely on
- Core mechanics: The rules governing how value flows, how participants interact, and how decisions are made
Example: In Amazon’s marketplace ecosystem, the structured elements include the website, logistics network, and payment systems. The core mechanics include rating systems, commission structures, and fulfillment rules. Together, they create a foundation that participants can build upon.
The Growth Engine: Expansion and Multiplication
Growth mechanisms + Value amplification
A forest doesn’t just maintain itself—it spreads and becomes more complex over time. Similarly, healthy business ecosystems have built-in capabilities to:
- Growth mechanisms: Attract new participants and expand into new areas
- Value amplification: Create increasing returns where each new addition makes the whole more valuable
Example: Microsoft’s cloud ecosystem grows through developer tools and training programs that bring in new partners, while its value amplifies as each new application makes the platform more attractive to customers, creating a virtuous cycle.
The Adaptability System: Staying Relevant
Adaptation mechanisms + Dynamic nature
A coral reef continuously responds to changes in temperature, water quality, and species interactions. Business ecosystems likewise need:
- Adaptation mechanisms: Specific processes to sense and respond to external changes
- Dynamic nature: A fundamental design that expects and embraces change (Dynamic Ecosystems)
Example: The automotive ecosystem is adapting to electrification through formal mechanisms like shared charging standards and joint ventures, while embracing the dynamic nature of transportation through flexible architectures that can incorporate new technologies as they emerge.
The Reliability System: Consistent Performance
Stability mechanisms + Optimization
A healthy human body maintains consistent internal conditions while continuously improving its efficiency. Business ecosystems similarly need:
- Stability mechanisms: Safeguards that maintain core functions during disruptions
- Optimization: Continuous improvement processes that enhance performance
Example: The global payment ecosystem maintains stability through redundant processing systems and security protocols, while optimizing through reduced transaction costs and faster settlement times.
The Sustainability Anchor: Long-term Viability
Environmental alignment
All living systems must ultimately exist in harmony with their broader environment. Business ecosystems need:
- Environmental alignment: Connections to broader societal, regulatory, other parties or ecosystems and natural contexts
Example: The renewable energy ecosystem aligns with environmental imperatives through carbon tracking systems, regulatory engagement strategies, and circular material flows.
The Power of Integration
To repeat: these systems don’t operate separately—they constantly interact and reinforce each other:
- The foundation enables growth by providing a stable platform for expansion
- Growth creates resources for adaptation and optimization
- Adaptation ensures the foundation remains relevant as conditions change
- Reliability makes the ecosystem attractive for new participants
- Environmental alignment ensures long-term viability for all other systems
Organizations that understand these interconnections can strategically intervene where it matters most. Rather than optimizing individual components, they focus on strengthening the relationships between them. This orchestrated interdependence—where each part strengthens the others—creates resilience and value that isolated approaches cannot match, it is the entire integrated system that is creating extraordinary value through balanced attention to all dimensions.
Again what makes this framework particularly strong is that it:
- Emphasizes relationships between components rather than just the components themselves
- Uses natural system metaphors that make the concepts intuitive
- Balances both structure and dynamics
- Incorporates both internal functioning and external alignment
- Connects abstract concepts to practical business outcomes
I did some Q&A with Claude on this and they provided this viewpoint:
“The true test of this framework will be how easily business leaders can apply it to their specific contexts” That in itself is a real teaser to work upon.
I think this perspective is highly applicable across industries and organizational types, which is exactly what you want in a foundational model. My puzzle is taking this further and validating its importance to not just apply but to leverage in our integrated thinking. It seems important to me. Does it for you?