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
Trying to figure out a path forward, let alone focus on getting work done, in the face of a continuous stream of devastating news can feel impossible. Chances are that your team is feeling a host of emotions, from anger to despair to helplessness.
How do you deal with your inner critic? Everyone has one, but the difference between those who are successful and those who are not often connects back to whether or not their inner critic stops them from pursuing their hopes and dreams.
Today’s CEOs are operating in a new landscape, with society and business becoming more intertwined and a broader group of stakeholders registering their expectations and demands. In order to succeed, they must become a different kind of leader, looking beyond the company they steward to shape the ecosystem in which they operate.