Business Ecosystem Quotes

Each business is like a tree in the forest that is the economy. Each business is like a living being that exists within an ecosystem that also has a life of its own.

The business landscape is a constantly evolving ecosystem. Changes in the macro environment, such as technological disruptions or changing consumer preferences, can rapidly alter the competitive landscape. A high-performing board needs to be adept at strategic foresight.

Mayflower-Plymouth is a company, and it's an ecosystem. We are an Investment Holdings company that holds mostly small and medium sized businesses in our portfolio. And we also provide a variety of resources and business services such as consulting - in the interest of helping businesses to be better.

The way fungi and mycorrhizae direct nutrients in biological ecosystems is a case study for how we can direct resources within human economic systems. And in doing this, we cultivate a multitude of business opportunities.

Fungi broker resources between species via mycelium networks and in doing so they cultivate health and resilience for the entire ecosystem. In the same way, each business should cultivate health and resilience for the entire business ecosystem.

There are a multitude of benefits that arise when we use stigmergic coordination for collective benefit in our business ecosystems.

Fungi protect the ecosystem they inhabit through complex symbiotic relationships. We can design a system whereby businesses protect the business ecosystem through complex symbiohtic relationships.

The sum of global business activity should actually add value to natural ecosystems.

Mayflower-Plymouth is not only a company, it's also an ecosystem.

Businesses want to plug into the Mayflower-Plymouth ecosystem because in this ecosystem, good businesses become better.

In closed loop systems, flow facilitates flow and liquidity facilitates liquidity. Rainforests dont run out of water because of the cycles and relationships between the elements in the rainforest ecosystem. Business ecosystems can facilitate liquidity in the same way.

Ecosystems blur the lines of fixed business models. In a digital, dematerialized, disintermediated world, there are no direct competitors.

Can we train an AI to exist in service to the efficiency of a business ecosystem? I'd like to explore that possibility.

An economy is an ecosystem of business activities.

Similar to living organisms, these living BMaaS (Business Models-as-a-System) have an innate capacity to change creatively within their ecosystems, as they emerge and unfold. Change is expected, organic, and constant.

The same way biodiversity is important to biological ecosystems, business diversity is important to economic ecosystems. It's good to have an abundance of various kinds of businesses. This cultivates resilience in the system.

When we apply the design principles of permaculture to economics, we end up with an economic ecosystem where every participant adds to and benefits from maximized productivity.

Everything we need to know about upcycling, we can learn from fungi.

Everyone deserves to have a good job that they love, that adds value to an economic ecosystem, and that pays a good salary.

Municipalities that foster thriving business ecosystems can issue more investable bonds.

In nature, distribution is immersive and not linear. Think about the distribution of water in natural ecosystems. That’s what distribution in business ecosystems needs to be like.

A business that doesn’t respect human life, animal life and the ecosystem of our planet earth… that’s a business we don’t want in our portfolio. If the business does more harm than good, facilitates more death than life, and causes more destruction than creation… then we view them as a bad investment.

Let's put heterogeneity over homogeneity. We need to design materials that can restore or rewild biodiversity on the planet. When ecosystems are more diverse, they are better able to perform essential ecosystem services like carbon sequestration.

Ecosystems have the power to positively disrupt economic systems. BMaaS (Business Models-as-a-System) harness open ecosystems as a complex set of interacting relationships and networks. The stronger these relationships, the more resilient the systems.

Fungi are decentralized intelligence networks. They send information multi-directionally, they constantly evolve and adapt based on feedback from their environment, they invent new molecules to collaborate... And they form a decentralized consensus on how to utilize resources, when to reproduce and what strategies to employ. This is how businesses and business ecosystems should be.

When you put your business' roots into the Mayflower network, you're plugging into a network based on permaculture design principles. Our ecosystem is unique and our ecosystem offers unique value.

They were part of a forest, an ecosystem that is perfect because of its wide variety of species, dominant because nothing is not allowed to be there. In the forest, everything that is inclined to thrive really does, and has a job, and some jobs are to grow things up and some jobs are to take things apart and everything is accepted because there is no notion—among bacteria and moss and busy mice—there is no notion of who deserves to do something or be in a place. There are only lives to be lived, and they are everywhere.

In the Permaculture Economics model, businesses enhance ecosystems, rather than degrading them.

In regard to the health of planet Earth, business should be a value adder. The sum of global business activity should actually add value to natural ecosystems.

Bartering is a common practice in natural ecosystems.

Managing waste is a really bad goal. Only an inefficient system would aim to manage waste. A better goal is making waste non-existent by designing the system itself, through it's participants, to continually upcycle resources.

If there's a lack of trust in an economic system, it introduces additional costs into the system. And those costs are shared among all participants in the economic ecosystem. So that's why trust is important.

The real potential of Web3 is in allowing businesses and people to collectively function more similarly to biological ecosystems.

The same way trees add value to the natural environment, businesses should add value to the natural environment. It's not about just co-existing; it's about co-thriving.

In natural ecosystems, the primary role of the mycelium network is the allocation of capital. That's how the mycelium network helps facilitate the success of all other participants in the ecosystem. At Mayflower-Plymouth, we're doing the same thing in business ecosystems.

If we want a circular economy; a permaculture economy - we need to design decay into products and processes as opposed to disposability. Manufacturers should design materials and products to programmatically biodegrade back into an economic ecosystem. This will allow for more efficient upcycling and the cultivation of various business opportunities in the process.

Biopolymers have huge business implications. They add cyclicality to the economic ecosystem, therefore making possible new business opportunities that didn't exist before, and allowing those businesses to have a healthy relationship with the natural environment at the same time.

The idea is that businesses that are plugged into the Mayflower-Plymouth ecosystem should have competitive and comparative advantages over non members in their respective markets.

Biomimicry is critical in regard to using design as a way to solve problems in business. Biological ecosystems have invented solution after solution to all kinds of problems. The key is to learn to see nature through nature's eyes, and to speak nature's language and then to establish a continuous translation between biological ecosystems and human ecosystems.

As all these trends happen, the winners will be those who are able to participate fully in innovation-driven ecosystems by providing new ideas, business models, products and services, rather than those who can offer only low-skilled labour or ordinary capital.

It's interesting that economy and ecosystem share a root prefix — eco; which is defined as relating to ecology. And ecology is defined as dealing with the relations of organisms to one another and to their surroundings. Swap out the word organisms for the word businesses and you can see how economies and ecosystems have a lot in common.

Your website is the center of your digital eco-system, like a brick and mortar location, the experience matters once a customer enters, just as much as the perception they have of you before they walk through the door.

Permaculture Economics views businesses as interconnected parts of a larger ecosystem. By understanding and optimizing these relationships, companies can create positive feedback loops that benefit not only their bottom line but also the environment, their communities, and society as a whole.

When you're buying from me and I'm buying from you and we're all buying from each other, there's flow within the ecosystem. And businesses in our ecosystem can tap into a portion of that flow to facilitate liquidity for their specific business.

At Mayflower-Plymouth, we pair our deep understanding of business and economies with our study of natural ecosystems to invest in productive assets across the globe. We aim to help our clients employ capital and maximize ROI by combining fundamental asset selection with proprietary methodologies based on modeling natural ecosystems.

The intricate networks of ecosystems teach us the importance of building strong supply chains and partnerships.

Permaculture economics promotes diversity, just like nature's ecosystems, and this contributes to long-term prosperity.

Permaculture economics prioritizes fairness, justice, and equity, like nature's balanced ecosystems.

Innovation happens at the intersection of people, process, technology, customers, and business ecosystem.

A business ecosystem is just like the natural ecosystem; first, needs to be understood, then, needs to be well planned, and also needs to be thoughtfully renewed as well.

You need a healthy, thriving self-employed ecosystem. An ecosystem that integrates the three main elements of self-employed success--personal development, business strategies, and daily habit.

Seventy thousand years ago, Homo sapiens was still an insignificant animal minding its own business in a corner of Africa. In the following millennia it transformed itself into the master of the entire planet and the terror of the ecosystem. Today it stands on the verge of becoming a god, poised to acquire not only eternal youth, but also the divine abilities of creation and destruction.

When people love they work they do, and the work they do adds value to the economic ecosystem, and they're getting paid a good salary for that — there's a multiplicative value effect. We all win.

When Private Equity is approached from an ecosystem perspective, businesses in the portfolio can be led to create multiplicative value effects; with other businesses in the portfolio being primary additional beneficiaries, thereby amplifying profitability among several the businesses in the ecosystem.

At Mayflower-Plymouth, we analyze global markets, analyze businesses and employ a range of strategies that emulate natural ecosystems to deliver holistic and industry-consistent investment returns. Our approach emphasizes preservation, steady compounding growth and steady returns for our capital partners and clients.

The best ones to solve the climate change problem are businesses all around the world. If each business adapts permaculture principles, we would see massive improvements in climate and natural ecosystem conditions.

In natural ecosystems, the efficient allocation of capital is a prerequisite for all other success metrics. The same is true of economic systems. The efficient allocation of capital is a prerequisite for all other success metrics.

In so many places, we are so busy playing at being stewards of the Earth, deciding who gets to live and who gets to die. Once we have left our mark on an ecosystem, we show no hesitation in throwing open the hood again later to fiddle with its workings. We run the Earth as if it were one giant botanical garden to tend; passing judgment on species, playing God. I

Its important to acknowledge inter-dependence in economic ecosystems. But I think it's also important to emphasize inter-value-adding. So in addition to acknowledging our need for each other, we should also emphasize the ways that we add value to each other. The former promotes necessary appreciation for others. And the latter promotes necessary sense of self worth. And that's a good balance.

No company exists in a vacuum; each is part of an ecosystem.

Capital leveraging is something that takes place in natural ecosystems. For example, the trees leverage capital in service to the birds.

At Mayflower-Plymouth, we look at the businesses in our Private Equity portfolio as an ecosystem of businesses.

middle managers were necessary to a business in the same way that mosquitos were necessary to a functional ecosystem. They would both have no noticeable impact if they were removed.

The music industry is a great case study for how value can ripple out through an economic ecosystem and how compensation for that value ripples back to the originators of that value.

A large tree cannnot sustain itself without the support of an ecosystem of various sized life forms. In the same way, large companies cannot sustain themselves without an ecosystem of various sized companies.

When you're thinking about where is the best place to start a business, there's a lot to consider - It's about culture, it's about physical infrastructure, it's about how educated the people are, it's about the housing, it's about the natural ecosystem, it's about the regulatory and legal frameworks, it's about the local transportation system and the efficiency of all the other systems that are there. But location matters.

Commercial loans serve various purposes, from financing expansion and working capital to equipment acquisition and real estate investment – They’re a very important part of the capital ecosystem of the world, and of its individual nations.

SEVENTY THOUSAND YEARS AGO, HOMO sapiens was still an insignificant animal minding its own business in a corner of Africa. In the following millennia it transformed itself into the master of the entire planet and the terror of the ecosystem.

Local fishers, coastal communities, businesses, and the tourism industry are already seeing the negative effects of climate change. This means the destruction of coastal and marine ecosystems threatens the security of around 40 percent of the world population.

What works to generate flows of new leads: Trial-and-error in lead generation (requires patience, experimentation, money). “Marketing through teaching” via regular webinars, white papers, email newsletters and live events, to establish yourself as the trusted expert in your space (takes lots of time to build predictable momentum). Patience in building great word-of-mouth (the highest value lead generation source, but hardest to influence). Cold Calling 2.0: By far the most predictable and controllable source of creating new pipeline, but it takes focus and expertise to do it well. Luckily, you are holding the guide to the process in your hands right now. Building an excited partner ecosystem (very high value, very long time-to-results). PR: It’s great when, once in awhile, it generates actual results!

As director Brad Bird sees it, every creative organization—be it an animation studio or a record label—is an ecosystem. “You need all the seasons,” he says. “You need storms. It’s like an ecology. To view lack of conflict as optimum is like saying a sunny day is optimum. A sunny day is when the sun wins out over the rain. There’s no conflict. You have a clear winner. But if every day is sunny and it doesn’t rain, things don’t grow.

As a person, Janice is of course more than her house; but it is also true that her house is an indicator of what it feels like to be Janice. And what it feels like to be Janice is to be asphyxiating, slowly and helplessly, under the crushing and ever-multiplying weight of the past and the present. I picture her here on this couch, curled into herself like a fern at 4 a.m. And though it must feel like a catacomb in that dark hour, and though every hour behind these blinds has been dark, the house is spinning with movement: mould is travelling up and down the walls, food is rotting, cans are rusting, water is dripping, insects are being born and they are living and dying, Janice's hair is growing, her heart is beating, she is breathing. Which is to say that this, too, is life. Like the creatures that swim in the perfect blackness of the ocean floor, the ecosystem here would be unrecognisable to most people but this, too, is our world. The Order of Things includes those who are excluded.

In natural ecosystems, the way the waste of one is turned into a resource for another is through systematic value added consumption. In human economic systems, waste is only a problem insofaras systematic value added consumption has not been holistically applied. So, the way to prevent waste is to have it exist in a system where the waste of one is viewed as a product for value added consumption by another. The way to prevent waste is to consider full lifecycle consumption during the design of materials and products and then ensure that for everything produced there exists a mechanism of value added consumption and an audience which will perceive the consumption of it as adding value to their lives. It must be value added consumption because people only voluntarily consume that which they deem to add value to their own lives. And it must be systematic because no amount of accumulated waste is acceptable. When the consumption of ones waste is perceived to be a value add to others, and those others are able to efficiently consume it, a system will organically emerge whereby in essence, the concept of waste is nullified.

It shouldn't be here. This sedge grass is decorative bullshit he imported from Northern Asia. The lab spent two years modifying it to slot into our ecosystem, all so that the mountain would literally smell of honey. Terra di latte e miele, she said, mockingly. Thank god my father went into business, not poetry. He's far too much of a romantic. I laughed, incredulous at this portrait of my stiff employer, and Aida reddened. It is romantic, if you think about it. He planted the grass for my mother. She's one of those Catholic Koreans, painfully devout. You know. The promised land, Canaan, found after forty years of wandering the desert. The land of milk and honey.

What works to generate flows of new leads: Trial-and-error in lead generation (requires patience, experimentation, money). “Marketing through teaching” via regular webinars, white papers, email newsletters and live events, to establish yourself as the trusted expert in your space (takes lots of time to build predictable momentum). Patience in building great word-of-mouth (the highest value lead generation source, but hardest to influence). Outbound Prospecting (aka "Cold Calling 2.0"):: By far the most predictable and controllable source of creating new pipeline, but it takes focus and expertise to do it well. Luckily, you are holding the guide to the process in your hands right now. Building an excited partner ecosystem (very high value, very long time-to-results). PR: It’s great when, once in a while, it generates actual results!

SEVENTY THOUSAND YEARS AGO, HOMO sapiens was still an insignificant animal minding its own business in a corner of Africa. In the following millennia it transformed itself into the master of the entire planet and the terror of the ecosystem. Today it stands on the verge of becoming a god, poised to acquire not only eternal youth, but also the divine abilities of creation and destruction. Unfortunately, the Sapiens regime on earth has so far produced little that we can be proud of. We have mastered our surroundings, increased food production, built cities, established empires and created far-flung trade networks. But did we decrease the amount of suffering in the world? Time and again, massive increases in human power did not necessarily improve the well-being of individual Sapiens, and usually caused immense misery to other animals. In the last few decades we have at last made some real progress as far as the human condition is concerned, with the reduction of famine, plague and war. Yet the situation of other animals is deteriorating more rapidly than ever before, and the improvement in the lot of humanity is too recent and fragile to be certain of. Moreover, despite the astonishing things that humans are capable of doing, we remain unsure of our goals and we seem to be as discontented as ever. We have advanced from canoes to galleys to steamships to space shuttles – but nobody knows where we’re going. We are more powerful than ever before, but have very little idea what to do with all that power. Worse still, humans seem to be more irresponsible than ever. Self-made gods with only the laws of physics to keep us company, we are accountable to no one. We are consequently wreaking havoc on our fellow animals and on the surrounding ecosystem, seeking little more than our own comfort and amusement, yet never finding satisfaction. Is there anything more dangerous than dissatisfied and irresponsible gods who don’t know what they want?

Seventy thousand years ago, homo sapiens was still an insignificant animal minding its own business in a corner of Africa. In the following millennia it transformed itself into the master of the entire planet and the terror of the ecosystem. Today it stands on the verge of becoming a god, poised to acquire not only eternal youth, but also the divine abilities of creation and destruction. . Unfortunately, the Sapiens regime on earth has so far produced little that we can be proud of. We have mastered our surroundings, increased food production, built cities, established empires and created far-flung trade networks. But did we decrease the amount of suffering in the world? Time and again, massive increases in human power did not necessarily improve the well-being of individual Sapiens, and usually caused immense misery to other animals. . In the last few decades we have at last made some real progress as far as the human condition is concerned, with the reduction of famine, plague and war. Yet the situation of other animals is deteriorating more rapidly than ever before, and the improvement in the lot of humanity is too recent and fragile to be certain of. . Moreover, despite the astonishing things that humans are capable of doing, we remain unsure of our goals and we seem to be as discontented as ever. We have advanced from canoes to galleys to steamships to space shuttles – but nobody knows where we’re going. We are more powerful than ever before, but have very little idea what to do with all that power. Worse still, humans seem to be more irresponsible than ever. Self-made gods with only the laws of physics to keep us company, we are accountable to no one. We are consequently wreaking havoc on our fellow animals and on the surrounding ecosystem, seeking little more than our own comfort and amusement, yet never finding satisfaction. . Is there anything more dangerous than dissatisfied and irresponsible gods who don’t know what they want?

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The only word these corporations know is more,” wrote Chris Hedges, former correspondent for the Christian Science Monitor, National Public Radio, and the New York Times. They are disemboweling every last social service program funded by the taxpayers, from education to Social Security, because they want that money themselves. Let the sick die. Let the poor go hungry. Let families be tossed in the street. Let the unemployed rot. Let children in the inner city or rural wastelands learn nothing and live in misery and fear. Let the students finish school with no jobs and no prospects of jobs. Let the prison system, the largest in the industrial world, expand to swallow up all potential dissenters. Let torture continue. Let teachers, police, firefighters, postal employees and social workers join the ranks of the unemployed. Let the roads, bridges, dams, levees, power grids, rail lines, subways, bus services, schools and libraries crumble or close. Let the rising temperatures of the planet, the freak weather patterns, the hurricanes, the droughts, the flooding, the tornadoes, the melting polar ice caps, the poisoned water systems, the polluted air increase until the species dies. There are no excuses left. Either you join the revolt taking place on Wall Street and in the financial districts of other cities across the country or you stand on the wrong side of history. Either you obstruct, in the only form left to us, which is civil disobedience, the plundering by the criminal class on Wall Street and accelerated destruction of the ecosystem that sustains the human species, or become the passive enabler of a monstrous evil. Either you taste, feel and smell the intoxication of freedom and revolt or sink into the miasma of despair and apathy. Either you are a rebel or a slave. To be declared innocent in a country where the rule of law means nothing, where we have undergone a corporate coup, where the poor and working men and women are reduced to joblessness and hunger, where war, financial speculation and internal surveillance are the only real business of the state, where even habeas corpus no longer exists, where you, as a citizen, are nothing more than a commodity to corporate systems of power, one to be used and discarded, is to be complicit in this radical evil. To stand on the sidelines and say “I am innocent” is to bear the mark of Cain; it is to do nothing to reach out and help the weak, the oppressed and the suffering, to save the planet. To be innocent in times like these is to be a criminal.

We chose not to discuss a world warmed beyond two degrees out of decency, perhaps; or simple fear; or fear of fearmongering; or technocratic faith, which is really market faith; or deference to partisan debates or even partisan priorities; or skepticism about the environmental Left of the kind I'd always had; or disinterest in the fates of distant ecosystems like I'd also always had. We felt confusion about the science and its many technical terms and hard-to-parse numbers, or at least an intuition that others would e easily confused about the science and its many technical terms and hard-to-parse numbers. we suffered from slowness apprehending the speed of change, or semi-conspiratorial confidence in the responsibility of global elites and their institutions, or obeisance toward those elites and their institutions, whatever we thought of them. Perhaps we felt unable to really trust scarier projections because we'd only just heard about warming, we thought, and things couldn't possibly have gotten that much worse just since the first Inconvenient Truth; or because we liked driving our cars and eating our beef and living as we did in every other way and didn't want to think too hard about that; or because we felt so "postindustrial" we couldn't believe we were still drawing material breaths from fossil fuel furnaces. Perhaps it was because we were so sociopathically good at collating bad news into a sickening evolving sense of what constituted "normal," or because we looked outside and things seemed still okay. Because we were bored with writing, or reading, the same story again and again, because climate was so global and therefore nontribal it suggested only the corniest politics, because we didn't yet appreciate how fully it would ravage our lives, and because, selfishly, we didn't mind destroying the planet for others living elsewhere on it or those not yet born who would inherit it from us, outraged. Because we had too much faith in the teleological shape of history and the arrow of human progress to countenance the idea that the arc of history would bend toward anything but environmental justice, too. Because when we were being really honest with ourselves we already thought of the world as a zero-sum resource competition and believed that whatever happened we were probably going to continue to be the victors, relatively speaking anyway, advantages of class being what they are and our own luck in the natalist lottery being what it was. Perhaps we were too panicked about our own jobs and industries to fret about the future of jobs and industry; or perhaps we were also really afraid of robots or were too busy looking at our new phones; or perhaps, however easy we found the apocalypse reflex in our culture and the path of panic in our politics, we truly had a good-news bias when it came to the big picture; or, really, who knows why-there are so many aspects to the climate kaleidoscope that transforms our intuitions about environmental devastation into n uncanny complacency that it can be hard to pull the whole picture of climate distortion into focus. But we simply wouldn't, or couldn't, or anyway didn't look squarely in the face of science.

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competition in a world dominated by platform monopolies looks very different from competition in the past. In the twentieth century, competition happened primarily between rival companies within one industry. Today, it happens across industries. The fiercest competition will be between incompatible, rival platform ecosystems and the networks of businesses they support.

As technological visionaries, they often come from an engineering culture that is long on the hubris that they alone have the answers, and short on empathy and compassion. In the name of greater efficiency, the default setting for many is to take people out of the equation whenever possible, and to put their faith in code and machines. They are in turn encouraged by an ecosystem of venture capitalists and others who prize these qualities as keys to business success.

A related theme is to leverage external resources to the extent that you can, rather than trying to complete an ecosystem all by yourself.

As most new businesses fail, saying start-ups have a very high rate of failure is by itself not particularly revelatory. But a start-up is not a small business. A start-up is designed from the beginning to either become very big or completely fail—the modern-day equivalent of an uncertain, cross-ocean voyage to the New World as opposed to, say, a predictable, moderately profitable seventeenth-century trading voyage from London to Amsterdam. Stakeholders in a start-up are more interested in increasing the potential magnitude of a spectacular outcome than in bettering the probability of modest returns. Thus, the financial ecosystem’s willingness to accept a high risk of capital loss made venture capital accessible to outliers and eccentrics.

My life until that point had been a series of struggles. As a youth in Kerala, I was looked down upon by my older siblings, and my contributions to the family business were never acknowledged. Then, I landed in the Gulf, with no friends, no business contacts, no knowledge of the business ecosystem or the local language, and very little money. But I managed, through sheer determination and self-belief, to establish the Alukkas name in the UAE. After that came the family partition, which left me with no assets in my home country. In a matter of a few years, I leveraged my new-found freedom from family oversight to establish myself in India. I transitioned to a new identity while retaining the essence of the old.

As the Nobel prize-winning economist Ronald Coase pointed out, the reason companies exist is to cut down on transaction costs—and in many cases, such savings proved attractive enough to warrant bringing together an extremely varied collection of business activities under one corporate roof.5 This was the impulse that gave rise to conglomerates.

Back in 2011, as the smartphone space came to dominate the tech sector, Tencent launched its mobile messaging app WeChat. According to a Business Insider profile, although it started as a simple, WhatsApp-like service, “it grew explosively as it expanded into a kind of super-app that takes the place of Uber, GrubHub, Venmo, Craigslist, and a whole bunch of other services.”16 This super-app structure began in 2017, when WeChat launched its Mini Program or Mini-app feature, which allows developers to build pre-approved lightweight apps that are embedded within WeChat and function as an extension of it. The mini-apps proved incredibly popular as they allowed customers to use external services with just four clicks and without leaving WeChat or downloading a new app.

As technology made everyday activities and business interactions easier, quicker, and more personalized, we as consumers became more and more demanding in our expectations. Consumers increasingly valued businesses that were able to predict what they wanted and deliver it to them instantly—or as close to instantly as possible.

An ecosystem, after all, is by definition a community of interconnected businesses that work across the boundaries between traditional sectors. An important part of what makes ecosystems special, therefore, is that they thrive on connectivity. They create value through cooperation and then share that value among their different constituent parts.

One of the hardest parts of rising to the demands of the new ecosystem economy is the task of building an ecosystem-oriented business within an organizational framework that is simply not set up to do so. To successfully build ecosystem-oriented businesses, then, you will need to devise a new organizational model.

the vast majority of unsuccessful ecosystem builds can trace their failure back to a flawed approach to governance. This is understandable because organizational structures designed for businesses in traditional sectors are ill-suited for ecosystem businesses that cut across sectors.

Landing too far toward one extreme or the other can cause serious problems—and, in fact, this is one of the top reasons why some ecosystems falter. If you keep them too close to the core organization, their innovative, entrepreneurial spirit will be stifled. But keep them too far away, and they will struggle to scale up and benefit from synergies. Organizations, therefore, must strive to find a “Goldilocks zone” for most of their ecosystem businesses, at least until they successfully scale up and become fully independent. That is, they must develop ecosystem ideas that are not too close to the core business, but also not too far.

Finally, any successful culture building effort focused on the ecosystem economy needs to promote long-term thinking. Rather than concentrating their energies on meeting narrow targets in the immediate future in order to impress their bosses and advance their own career prospects, employees should be focused on creating something sustainable—something that contributes value for everyone involved. This is particularly important in the context of ecosystems since, as we previously explained, building an ecosystem requires adjusting your expectations in the short term. You may have to sacrifice in the immediate future in order to lay the foundation for a successful ecosystem business later on.

Most traditional businesses have a culture of not accepting failure, which sometimes leads them to declare new business projects successful even when they plainly are not. This incentivizes company leaders to do all sorts of irrational things, like inefficiently allocating resources, investing imprudently in struggling ecosystem businesses, and—perhaps most importantly—pulling resources and management attention away from promising new ventures by keeping them focused on old, failing ones that everyone is too proud to admit are failing. Only radical transparency and not just the acceptance but celebration of failures can help here.

Start with the customer and end with the customer In the ecosystem economy, customers and their needs should be the highest of all priorities. Ecosystem businesses should be designed around the value propositions you are making to your customers.

Don't solve your business problem; solve the customer's problem. Every move you make when building an ecosystem should be directed toward making life easier and more convenient for your customers—which in turn makes your offer more compelling and differentiated.

Identify and leverage control points While building your ecosystem business, you need to pay close attention to the control points—like data. That is to say, identify the key steps in the customer journey that, if you control them, will allow you to gain an advantage over your competitors and form a deeper, closer relationship with your customers by meeting their needs holistically. Typically, important data sets make good control points. Therefore, you must identify and pursue the especially important data sets that will offer deeper and more meaningful insights into your customers’ needs. And beyond data sets, there could be many other things (e.g., access to customers) that could function as control points.

Avoid incrementalism You can't take baby steps. In every aspect of how you approach your ecosystem business, you need to be ready to make big, ambitious moves. First, aim high in terms of the value proposition you are looking to deliver. Second, be ambitious in terms of the partnerships you pursue and how you structure those relationships. And, third, be ambitious in terms of developing, fostering, growing, and maintaining the ecosystem.

The value of business architecture is to provide an abstract representation of an enterprise and the business ecosystem in which it operates. By doing so, business architecture delivers value as an effective communication and analytical framework for translating strategy into actionable initiatives. The framework also enhances the enterprise’s capacity to enact transformational change, navigate complexity, reduce risk, make more informed decisions, align diverse stakeholders to a shared vision of the future, and leverage technology more effectively