Ecosystem approaches are simply radically different, be ready.

There are significant differences between the ecosystems we might consider. Let’s reflect a little here, some recap and explore some further thoughts.

They all have complexity, they all need highly collaborative platforms to exchange and build through, they all need constant focus on aligning individual ecosystem players needs with the vision and prospective rewards this can bring to all participating parties.

The more engagement with the final ‘consumer’ throughout the process of insight,  discovery to solution building, to eventual proposition outcomes needs the highest ‘active’ attention and communicating for all involved.

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Adjusting to the Changing Landscape of Ecosystems

We all are being told repeatedly that opportunities will increasingly emerge outside of the traditional established lines of business, as new digital technology solutions take increasing hold.

The issue is how we go about adapting to these and taking advantage of the changes all businesses are undergoing. These will be through different approaches to designing and extracting the potential value gained and will form around ecosystems and their management, through technology solutions provided by platform providers.

I am not sure how you feel, but It seems disruption is in everything, in what we need to undertake, in what is coming towards us in change. It has a common purpose, often far less sinister than promoted, it is requiring us to re-equip and open up, as we learn to deal in this changing world where connections can emerge from anywhere at any time, offering a new ‘line of sight’ onto an existing business concept. We need to respond quickly and in different, collaborative ways. Digital challenges are everywhere, to explore and exploit.

We need to engage in different ecosystems and participate in new platform learning to take advantage of the changes taking place all around us. To quote Chuck Robbins, the Cisco CEO “We believe that no one company can deliver the full breadth of technology solutions that customers need at the pace the market requires”. It is through the increasing intensity of using data and a deep analysis where this growing need for broader collaborations becomes so essential.

Partnerships abound, not just within a specific industry but in cross-industry collaborations. Ecosystems need to form to take advantage of many rapidly emerging market opportunities. It is not just welcome to a world of ecosystems, it is learning to change from being exclusive owners into open collaborators, that build ‘greater value’ from the common need of working together, and many of these are increasingly cross-industry ecosystems.

Just recognize the changes we are undertaking in cross-industry collaborations are significant Continue reading

The Future Is Within Health Ecosystems

Source: IBM Institute for Business Value

I have struggled to get my head around the effect of ecosystems within the healthcare system, it is so complex.

In recent weeks, I have recognized the barriers and opportunities around the challenges of building ecosystems for health services, to deliver real change within our healthcare and its management.

To help me, I have found some excellent observations to gain this deeper appreciation of the complexities involved. The links are shown at the bottom of this post.

This is my opening summary to relate my understanding of how ecosystem designs might help change this vital sector of our economies.

The first starting point is that the patient themselves have to become the center of any future healthcare system, based on ecosystem solutions. Why? Firstly, the patient or customer increasingly will be demanding and expecting personalized treatment and want to be in a position to shop around to achieve this. Secondly, they are expecting and wanting to be part of a controlled method and have the choice of advice and care delivery more than ever. Thirdly, they will shop for quality and cost as the cost models will increasing look for this personalization to determine the premiums. The final customer will be central to drive the change and the providers of ‘services’ keen to reposition themselves as responsive to this ‘need’

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Blockchain and distributed ledgers as innovative platforms

It had to come to this eventually.  The emergence of Blockchain and distributed ledger systems illustrates how innovation is moving from focus on products and services, which are interesting but don’t provide a long-lasting competitive advantage, to a focus on platforms and ecosystems.

Over the last few weeks this need for a lasting competitive shift in focus was emphasized as Ford pushed out its CEO because he wasn’t changing the company fast enough. As discussed in this blog previously, the automotive sector must rethink its competitive position.  Increasingly, people want flexible transportation – from cabs, Uber, public transportation and/or their cars.

The automotive manufacturers (Ford, GM, Fiat, Mercedes, etc) must shift their focus from building physical cars to providing transportation – a shift in thinking and strategy.

In a very similar manner we can see that banking and financial services are moving from offering discrete services (mortgages, loans, checking/savings accounts, etc) and are considering how to either own or integrate with larger platforms and ecosystems, because the older conventions are less attractive to emerging customers and technology is advancing so quickly that soon many different companies and industries can offer banking-like services.

Distributed ledgers and Blockchain may point out a new competitive platform that some firm is going to capitalize on.  For example, we can imagine a time in the not too distant future where a large company that supports and relies on an extended supply chain – the automotive industry for example – could dictate that all of its supply chain participants must interact using Blockchain.  Then we’d have a company spanning, industry wide ERP like platform.  If this sounds crazy, don’t laugh.  The government of Dubai just announced that within five years every entity that interacts with the government must do so using Blockchain.

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Many-to-Many (M2M) Business Ecosystems are far more challenging

Our experiences determine to a large degree, success or failure. When you are reliant on others to collaborate and exchange knowledge, for the better good, you need to make sure there is a consistent validation process.

Building the multi-sided solutions where an ecosystem of providers is collectively working towards finding solutions that radically advance on existing ones, you have to enter these type of relationships with your eyes wide open, they are extremely hard and demanding.

They are complex in their relationships, collaborating and exchanging knowledge and expertise to get to a given ‘transformation’ point. You have to become adaptive.

They are differences in the different types of business platforms and who engages with whom and where they enter the value building chain. In my last post “Seeing differences between B2C and B2B within Ecosystems and Platforms” I covered the major differences between them.

Here in this post, I explore the considerable differences between ones that are one-to-many in the relationship that most of our digital platform solutions have been evolving into (B2B, B2C) and many-to-many. The complexity rises to a very different level. Continue reading

Seeing differences between B2C and B2B within Ecosystems and Platforms

Jeffrey wrote a recent post “No walled gardens in B2B platforms” and started with this: “Paul and I have noted throughout our writings on platforms and ecosystems the key differences between companies that interact primarily with consumers (B2C) and companies that interact primarily with other corporations (B2B)”

I wanted to highlight some key differences as a follow-up post and was beginning to work on this when up “pops” a really valuable article by McKinsey “Finding the right digital balance in B2B customer experience”.

Jeffrey and I have championed the idea that customer experience is the ultimate innovation outcome, based on strong ecosystems and platforms so this caught my attention. The article does a good job of focusing the B2B companies to putting customer-centricity and experiences at the heart of their strategy. This offers good advice on the one-to-one model but less on the complications of many businesses working with other business on a two-sided platform of multiple participants

The writers for this McKinsey article, rightly point out the root of the problem is that while the role of customer journeys is central to both B2B and B2C, their incidence and importance are different for B2B and they go on and explain the chief differences.

I’d like to “lift out” these four chief differences McKinsey defines and discuss these more in the multi-sided platform context and ecosystem needs, going beyond the customer experience ones. Continue reading

No walled gardens in B2B platforms

Walled Garden Illustration by David Simonds

Paul and I have noted throughout our writings on platforms and ecosystems the key differences between companies that interact primarily with consumers (B2C) and companies that interact primarily with other corporations (B2B).  This difference is especially important when we begin to think about platform dominance.

You see, Facebook interacts primarily, almost exclusively, with customers (B2C) as such it’s platform serves to provide almost the entire interaction between Facebook and its customers.  We could almost return to the days of old, when AOL was your conduit to the internet, when we talked about “walled gardens”, because that’s what many of the pure play B2C platforms are – walled gardens, meant to provide as much of the platform as possible.  Their goal is “stickiness”, attracting you and keeping you plugged into their platform, consuming their content.

On the other hand, industrial companies are definitely as engaged in platform development, but their solutions require more than one platform. Continue reading