This article is the fourth in a series of publications offering practical guidance on business ecosystems. The first article addressed the question, “Do you need a business ecosystem?” The second reflected on how to “design” a business ecosystem. And the third dealt with the question, “Why do most business ecosystems fail?”
It is widely acknowledged that business ecosystems offer great potential. Compared to more traditionally organized businesses, such as vertically integrated companies or hierarchical supply chains, business ecosystems are praised for their ability to foster innovation, scale quickly, and adapt to changing environments.
However, many companies that try to build their own ecosystems struggle to realize this potential. Our research has shown that less than 15% of business ecosystems are sustainable in the long run and that the most prevalent reason for failure is weakness in the governance model—the way the ecosystem is managed. READ FULL ARTICLE HERE
By Ulrich Pidun, Martin Reeves, and Niklas Knust
It can be a real challenge to try to fabricate fun, especially in a group workplace setting. I’m not going to claim to have the perfect answer to that, because I do think fun is much like romance: if you try to force it too much, it’s not going to happen. What you can do, though, is set the stage for it.
The specific attributes that leaders of color bring can be the key to unlocking great leadership — for everyone. To better understand the relationship between leadership and identity, the authors talked to 25 leaders of color across the social sector and drew on their client work. Their research identified several noteworthy assets that leaders of color bring to their organizations.
The mission of a CEO used to be fairly straightforward. Set the vision and strategy of your company and make sure the right people are in the right roles. Above all else, grow as fast and as big as you can. But as the world has changed, so have the demands of the CEO job— and the skills needed to succeed in it.