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
With endless meetings, incessant emails, and casts of thousands, companies have mastered the art of unnecessary interactions. It’s no wonder a recent McKinsey survey found 80 percent of executives were considering or already implementing changes in meeting structure and cadence in response to the evolution in how people work due to the COVID-19 pandemic.
Rosalie Harrison and Andrew Kris discuss how business professionals are no longer “in shape” for work travel and in-person meetings, as well as how the expectations about work schedules is changing.
The high level of uncertainty around us right now may increase even more in the new year and beyond. And with such instability, you may find it challenging to excel in your career now and plan for your future. The author offers four tips that can help you not only weather the uncertainty around you but even find a way to leverage it for your future benefit.