Apply to join the world’s most influential strategists
A global network for strategy executives committed to staying ahead of the pace of disruption
The rewards of a business ecosystem strategy can be appealing. Business ecosystems, which Deloitte defines as “dynamic and co-evolving communities of diverse actors who create and capture new value through both collaboration and competition,” offer opportunities for enhanced capabilities, diverse distribution channels, and access to new markets, among other benefits.
The decision to join the ecosystem economy might seem obvious, but it’s not one that should be taken lightly. Successful participation in a collaborative network requires careful consideration. To deliver value to your end customer and extract gain for your organization, you need a foundation of solid company values and an internal culture that supports openness and continuous evolution.
Based on strategy officers’ recommendations and lessons learned from ecosystem relationships, there are six key competencies to build if you want to take advantage of joining a business ecosystem. They are:
Before committing to any relationship, it’s essential to know who you are and what you offer. Joining a business ecosystem involves entering into a series of decentralized arrangements.
Strong values provide a guiding light for a constantly evolving web of relationships. Once your organization is clear about its values, you will make better choices about the partnerships that align.
Every business ecosystem practitioner we interviewed highlighted the importance of cultivating deeper relationships with customers as you navigate the world of ecosystems.
Adam Zalisk, SVP, Amplify, suggests asking questions to determine how the customer experiences the ecosystem: Where do they see gaps? Where do they experience blurred lines?
When it comes to managing partners, Ken Eng, SVP group strategy and M&A for Macmillan, recommends assigning dedicated resources to understand the needs of each party involved and ensure they are reflected in decision-making.
One major trend in the business ecosystem economy is that companies are now partnering with what would have once been considered unlikely candidates. Many strategy officers interviewed mentioned they are increasingly involved with competitors, industry outsiders, or startups. This is becoming completely normal.
To ensure alignment, choose partners that share similar values but that also complement your expertise and reach. Patricia Miron, former integrated strategy and operations GM for Microsoft’s US Small, Medium and Corporate Segment, advises being sensitive to partners’ needs. By acting in a way that serves partners, you benefit and expand the value of the ecosystem.
Amidst the “Great Reshuffling” and a cutthroat war for talent, most companies are prioritizing training and upskilling for existing employees. In an ecosystem model, this is essential. A company not only needs to make sure its own employees are equipped with skills and knowledge, it also must take into account partners’ awareness of its brand value and what it offers to the ecosystem.
Tom Gallo, head of strategy and innovation at ABM Industries, commented, “Building technical capabilities internally is key in this environment where there isn’t a perfect solution.”