Ecosystem Services Quotes

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.

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.

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

In any economic ecosystem whereby things are measured primarily according to their present gross utility; it becomes tolerable and even profitable to create, sell and buy products and services which cause net future harm even as they provide present gross utility. This is why a permaculture economy is superior to every other economic ecosystem.

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.

Everything in a natural ecosystem both is capital and exists in service to capital.

Both the Pollyannas and the Cassandras are wrong, and both stand in the way of social justice, the former by condemning us all to catastrophic climate change and the loss of other vital ecosystem services for the sake of profit; the latter by condemning us all to a hair-shirted existence and refusal of further human development due to a romantic, unscientific belief in a static, unchanging balance of nature.

Intact forest ecosystems, by comparison, provide more ecological services than just board feet of lumber. They clean the water, provide shade, and give communities plants, insects, and animals. Protecting our forests is essential not only for our survival now, but also for the survival of generations to come.

This abundance of berries feels like a pure gift from the land. I have not earned, paid for, nor labored for them. There is no mathematics of worthiness that reckons I deserve them in any way. And yet here they are—along with the sun and the air and the birds and the rain, gathering in towers of cumulonimbi, a distant storm building. You could call them natural resources or ecosystem services, but the Robins and I know them as gifts. We both sing gratitude with our mouths full.

In a Permacapital Economy, the economic value of natural ecosystems and resources - including trees, forests, rivers, oceans, wildlife, insects, bacteria, fungi, etc - and their services to humans must be accounted for in the prices of products and services, and the accounting statements used to report on financial status.

When will we realise the hypocrisy of our situation? On our own planet we are the bad guys, thoughtlessly annihilating life of all kinds for our convenience. We intuitively grasp that the aliens of the movie 'Independence Day' have no right to take our planet; I wonder what goes through the mind of an orang-utan as it sees its forest home bulldozed to the ground? There should not have to be a 'point of slugs' for us to allow them their existence. Do we not have a moral duty to look after our fellow travellers on planet Eart, beautiful or ugly, providing vital ecosystem services or utterly inconsequential, be they penguins, pandas, or silverfish?

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

Wright may have been the first person within the Park Service to clearly articulate the idea that “unimpaired” meant keeping healthy, functioning ecosystems intact.

Pure capitalism is great at rewarding the creative utilization of capital by one group of people in service to another according to present gross utility and refined use cases. But pure capitalism does not address the intentional placement of boundaries or the intentional facilitation of productive interactions accounting for net utility and holistic use cases. This is why pure capitalism at times is threatened by or presents threats to a variety of social and ecological ecosystems. And this is why permaculture economics is superior to pure capitalism, as it contains all of the benefits of capitalism plus some benefits that capitalism does not provide .

... to undertake a gargantuan task: calculate the value of all the services provided by all the ecosystems, from the forest to the floodplains to the open ocean, across the world... they came up with a number- $33 trillion a year- a headline-grabbing figure that was almost twice the global gross national product.

Currency is the email of blockchains. Payments are the fundamental infrastructure that will enable density of adoption. It’s very, very enticing to say, "This is about more than money!" It absolutely is, in the long term. The vision of this technology is far beyond money, but you can’t build that unless you first build the money part. That’s what creates the security. That’s what creates the velocity, the liquidity, the infrastructure. That’s what funds the entire ecosystem. In the end, when we do deliver these services to people, it won’t be so they can open a bank account. This isn’t about banking the unbanked; it’s about unbanking all of us.

A good family farm produces more, in net terms, than the farm family consumes. The good farmer has secured enough land to grow crops and support his or her livestock. The extra production beyond the farm family’s own consumption can be sold and traded for other goods and services—TVs, clothes, books. Some countries are like good family farms, with more bio-capacity than what it takes, in net terms, to provide for their inhabitants. Compare this with a weekend hobby farm, with honeybees, a rabbit, and an apple tree, where most resources have to be bought from elsewhere. Presently 80% of the world population lives in countries that are like hobby farms. They consume more, in net terms, than what the ecosystems of their country can regenerate. The rest is imported or derives from unsustainable overuse of local fields and forests.

In forests – Seeds are planted in the soil (capital) and become trees that shed leaves as they grow. Those shedded leaves become added capital to the soil (dividends/yields). The tree also provides a home for other life forms which return capital to the soil. Upon the death of the tree, it’s entire body becomes capital as it is returned to the soil. In this cycle, every tree is an investment which results in the long term accumulation of soil (capital) over time. As the soil grows, it becomes better able to invest in future trees and host future forests. And the yield of them all collectively becomes greater and greater as the capital accumulates. In fact, everything in a natural ecosystem both is capital and exists in service to capital. This duality of capital in natural ecosystems is why capital in natural ecosystems is able to compound and multiply so well. So when it comes to investing - managing portfolios, we apply this duality of capital perspective and pair it with our stewardship identity, which allows us to grow portfolios and maximize wealth.

To have a life devoted to art, to spiritual practice, to service to one’s community and ecosystem, restores faith in our collective human enterprise. Work on the culture is work on the self. Art can serve activism by teaching an attentiveness to existence and by enriching the culture in which our roots are set down. Culture is both the crop we grow and the soil in which we grow it. And human culture is the most powerful evolutionary force on Earth these days…art is necessary because it gives us a new way of thinking and speaking, shows us what we are and what have been blind to, and gives us a new language and forms in which to see ourselves

Time, my brothers and sisters, seems to be running out; we are not yet tearing one another apart, but we are tearing apart our common home. Today, the scientific community realizes what the poor have long told us: harm, perhaps irreversible harm, is being done to the ecosystem. The earth, entire peoples and individual persons are being brutally punished. And behind all this pain, death and destruction there is the stench of what Basil of Caesarea called “the dung of the devil”. An unfettered pursuit of money rules. The service of the common good is left behind. Once capital becomes an idol and guides people’s decisions, once greed for money presides over the entire socioeconomic system, it ruins society, it condemns and enslaves men and women, it destroys human fraternity, it sets people against one another and, as we clearly see, it even puts at risk our common home.

Permaculture Economics is a system that only allows contexts whererby the pursuit of profit is aligned with the pursuit of service, and whereby that service is to the benefit of not only a specific group directly but to society at large indirectly - such that every economic participant indirectly benefits from the profit pursuits of other economic participants. Lets learn from nature. In a forest, every life form there benefits when a single leaf is returned to the soil, or when a single bee transports the pollen of a single flower, or when a single mushroom sends out spores. There are exclusive interactions and exclusive services, but the exclusivity of benefits has its limits. A single kind of life form may get the majority of benefits from a certain activity, but all life forms in that ecosystem will receive some residual benefits from that activity. And this isn't by force, but by design.

Just as the printing press led to the appearance of a new set of possibilities for democracy, beginning five hundred years ago—and just as the emergence of electronic broadcasting reshaped those possibilities, beginning in the first quarter of the twentieth century—the Internet is presenting us with new possibilities to reestablish a healthy functioning self-government, even before it rivals television for an audience. In fact, the Internet is perhaps the greatest source of hope for reestablishing an open communications environment in which the conversation of democracy can flourish. It has extremely low entry barriers for individuals. The ideas that individuals contribute are dealt with, in the main, according to the rules of a meritocracy of ideas. It is the most interactive medium in history and the one with the greatest potential for connecting individuals to one another and to a universe of knowledge. An important distinction to make is that the Internet is not just another platform for disseminating the truth. It’s a platform for pursuing the truth, and the decentralized creation and distribution of ideas, in the same way that markets are a decentralized mechanism for the creation and distribution of goods and services. It’s a platform, in other words, for reason. But just as it is important to avoid romanticizing the printing press and the information ecosystem it created, it is also necessary to keep a clear-eyed view of the Internet’s problems and abuses. It is hard to imagine any human evil that is not somehow abundantly displayed somewhere on the Internet. Parents of young children are often horrified to learn what obscene, grotesque, and savage material is all too easily available to children whose Web-surfing habits are not supervised or electronically limited. Teen suicides, bullying, depravity, and criminal behavior of all descriptions are described and—some would argue—promoted on the Internet. As with any tool put at the disposal of humankind, it can be, and is, used for evil as well as good purposes. And as always, it is up to us—particularly those of us who live in a democracy—to make intelligent choices about how and for what we use this incredibly powerful tool.

Systems of supremacy and domination ultimately imperil even those who, in many crucial respects, benefit from them. Racism, while it elevates whiteness, is weaponized to erode the welfare and wages that would enable white people to lead healthier, less precarious lives. Misogyny hurts men economically and emotionally, as gendered pay gaps suppress overall wages and through the trap of destructive and often violent standards of masculinity. Transphobia impacts everyone by imposing state-sponsored gender norms and curtailing freedom and self-expression. Ableism, by devaluing and dehumanizing the disabled, dissuades people from demanding the social services and public assistance they need as they cope with illness or aging. The inequality and pursuit of endless growth that drive climate change endanger the homes, infrastructure, and supply chains on which the wealthy and working class both rely—not to mention the complex ecosystems in which we are all embedded. Solidarity, in other words, is not selfless. Siding with others is the only way to rescue ourselves from the catastrophes that will otherwise engulf us.

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.

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The real improvements then must come, to a considerable extent, from the local communities themselves. We need local revision of our methods of land use and production. We need to study and work together to reduce scale, reduce overhead, reduce industrial dependencies; we need to market and process local products locally; we need to bring local economies into harmony with local ecosystems so that we can live and work with pleasure in the same places indefinitely; we need to substitute ourselves, our neighborhoods, our local resources, for expensive imported goods and services; we need to increase cooperation among all local economic entities: households, farms, factories, banks, consumers, and suppliers. If. we are serious about reducing government and the burdens of government, then we need to do so by returning economic self-determination to the people. And we must not do this by inviting destructive industries to provide "jobs" to the community; we must do it by fostering economic democracy. For example, as much as possible the food that is consumed locally ought to be locally produced on small farms, and then processed in small, non- polluting plants that are locally owned. We must do everything possible to provide to ordinary citizens the opportunity to own a small, usable share of the country. In that way, we will put local capital to work locally, not to exploit and destroy the land but to use it well. This is not work just for the privileged, the well-positioned, the wealthy, and the powerful. It is work for everybody. I acknowledge that to advocate such reforms is to advocate a kind of secession-not a secession of armed violence but a quiet secession by which people find the practical means and the strength of spirit to remove themselves from an economy that is exploiting and destroying their homeland. The great, greedy, indifferent national and international economy is killing rural America, just as it is killing America's cities--it is killing our country. Experience has shown that there is no use in appealing to this economy for mercy toward the earth or toward any human community. All true patriots must find ways of opposing it. --1991

The body is a colony of genes. Of course, it acts and moves and procreates as a unit, and furthermore, in the case of at least one species, it feels itself, with impressive certainty, to be a unit. The gene-centered perspective has helped biologists appreciate that the genes composing the human genome are only a fraction of the genes carried around in any one person, because humans (like other species) host an entire ecosystem of microbes—bacteria, especially, from our skin to our digestive systems. Our “microbiomes” help us digest food and fight disease, all the while evolving fast and flexibly in service of their own interests. All these genes engage in a grand process of mutual co-evolution—competing with one another, and with their alternative alleles, in nature’s vast gene pool, but no longer competing on their own. Their success or failure comes through interaction. “Selection favors those genes which succeed in the presence of other genes,” says Dawkins, “which in turn succeed in the presence of them.” The effect of any one gene depends on these interactions with the ensemble and depends, too, on effects of the environment and on raw chance.

Climate change is slow, but a cumulative process. Individual human lifespan is only an infinitesimally small fraction of the life of environmental resources and ecosystem services. Hence, the self- centric and this-worldly view of life is incompatible with the concerns of sustainability and socially responsible behaviour. Rather, the dogmatic commitment to self-centric worldview results in the inevitable proliferation of pollution as a right and product to be bought and sold in the market economy. It is ironic, but inevitable to see measures such as ‘statistical value of life’. On the action and policy front in capitalistic democracies, voter ignorance as well as the public-good nature of any results of political activity tends to create a situation in which maximizing an individual’s private surplus through rent seeking can be at the expense of a lower economic surplus for all consumers and producers.

five main reasons why enterprises should embrace web APIs and become an active participant in the API economy: Grow your customer base by attracting customers to your products and services through API ecosystems.

No consumer has ever felt a deep desire for a mortgage—what consumers want is a home, and acquiring a home involves a great deal beyond just a mortgage, including products and services that come from multiple different industries.

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.

The rise of AWS and other cloud computing providers, in turn, helped to drive still more innovation, lowering the cost of computing power and fueling the conditions that drove the emergence of Ecosystem 1.0 in the first place. Startups, suddenly, could get the IT services they needed at a variable rather than a fixed cost—what Amazon called “pay as you go.”28 This created opportunities for new players, but it also made it much easier for established companies to enter new sectors, especially digital ones, and compete in unexpected ways.

Customers both young and old also value being able to get all the services they need in one place, and they are willing to change providers to get the sort of seamless experience they want. An overwhelming majority of consumers today are willing to switch brands in order to get a consistent experience, with multiple needs met by the same provider.

Customer Network and Go-to-Market Infrastructure: Orchestrators use their platforms to create a network effect, connecting participants with customers and sometimes with one another. In other words, they help ecosystem participants thrive by bringing them together and providing services to help them enhance their offers as well as access to a broad network of customers. As more and more customers join, the ecosystem becomes more and more attractive to participants. And likewise, as more and more participants join, the ecosystem becomes increasingly attractive to customers.

Ask yourself: What assets or capabilities do you need to be successful in this comfort-and-safety-as-a-service proposition? For example, you would need the capability to assemble and distribute the necessary HVAC equipment, security cameras, and other physical infrastructure. This, fortunately, may be a capability you already possess as an equipment manufacturer. But chances are that such a player would lack at least a few other critical capabilities. For instance, you would need the ability to install and maintain that equipment, which may go beyond the scope of your current operation. Perhaps most importantly, you would need an online platform to connect all the devices, sensors, and other equipment—allowing for the creation of digital twins for real-time remote digital monitoring. This online platform would also allow customers to make adjustments, access camera footage, and manage their subscription, all in one place.

At the very beginning, the only OKR that really matters is your effectiveness in delivering basic services and in reaching customers. The goal, at this stage, is simply to become operational. Next, as your ecosystem becomes more established, you will move on to more concrete metrics.

To own the customer, you need to know the customer. And to know the customer, you need data. Data is the number one weapon in the fight to own customers. To effectively wield this weapon, though, you need not only to collect, maintain, and analyze the data; you need a strong, externally-facing infrastructure capable of controlling how these data flow through your ecosystem. And you need an infrastructure that effectively manages how the different participants in your ecosystem are able to share and collaboratively use those data. The danger you need to avoid at all costs is letting data get siloed, or trapped within one part of the ecosystem, when it could be put to work more productively elsewhere. If you are running an ecosystem with many different parts and many different services, you need infrastructure to connect them—you need to ensure that incentives are properly aligned so that data are able to flow freely between those different parts as needed.

Executives should understand the ecosystem of available services at a high level, and strongly encourage teams to adopt a “building block” approach that will accelerate building value for customers.

Vision mission: What was the original market or technology insight that led you to create this company? Customers: Who do you envision buying this product or service? Who will use it? Problem statement: What’s the problem you think you can solve for your potential customers? Use cases: What are the specific ways people will use this product or service to solve their problem? Product/solution: Give a detailed explanation of the technology behind the solution—what does it do now, and what else is it capable of doing? Ecosystem: In many cases there are other companies involved in solving the problem or adding additional value. These companies form an ecosystem around the problem and solution. What are all the companies and where in the ecosystem are the control points where one company has leverage? Competition: Who else is trying to solve this problem—or, if no one else sees the problem yet, who might jump in to compete with you to solve the problem once you identify it? Business model: How will your product or service change business for your customers? Will it increase their return on investment or reduce costs in a significant way? Or does it allow them to do something that couldn’t have been done with prior technology, creating huge value? Sales and go-to-market: Enterprise companies should articulate how the product or solution will make its way to the market. Through a sales force? Through distribution partners? Both? For a consumer company, how will users find out about your solution? From app stores? Search? Viral adoption? Growth hacking techniques? Advertising? PR? Organization: How is the company organized? Who are the major influencers on the company? How are decisions made? What kind of culture will work? Funding strategy: What’s the next funding event? A private financing? An IPO? How much runway does the company have before it needs more money and what kind of funding is in place to execute against the category strategy?

Many companies contemplating where to play in the ecosystem economy have incredible, innovative ideas for expanding their proposition. But what they oftentimes fail to realize is that unless their ideas can achieve a quantum leap of customer experience improvement, they won't be successful. You need to not only make life easier for your customer—you need to make life vastly easier. The same is true of other stakeholders in your ecosystem. Adding a few superficial partnerships, or an additional service here, or a new form of connectivity there—this most certainly will not be enough to make a meaningful difference in customers’ lives.

They may even have the potential to change the basis of competition in the home space by developing new and different ways of getting compensated—by creating entirely new and potentially radically different business models. For example, a cloud player offering comfort and security as a service may choose to bundle that service with other cloud services—or even subsidize one service with the proceeds from the other. They may also choose to bring other revenue sources like data collection or advertising into the mix in an effort to offer customers a better price point. All of this would put more traditional players at an extreme disadvantage.

Think from a customer's perspective about how much better a service needs to be than the competition to truly stand out. You cannot tinker around the edges—you need to achieve transformative change.

a deeper connection means more engagement and more interactions. The spiral continues on and on—upward ever higher. However, many companies are missing out on the huge potential of this positive upward spiral because they are not focused enough on building positive loops of engagement to encourage it. Building a positive loop could mean, for example, creating a so-called network effect by bringing together large groups of participants with elements like a marketplace, social connections, and sticky services like loyalty programs. And there are many other ways to achieve such a network effect.

Over the years, Facebook has executed an effective playbook that does exactly this, at scale. Take Instagram as an example—in the early days, the core product tapped into Facebook’s network by making it easy to share photos from one product to the other. This creates a viral loop that drives new users, but engagement, too, when likes and comments appear on both services. Being able to sign up to Instagram using your Facebook account also increases conversion rate, which creates a frictionless experience while simultaneously setting up integrations later in the experience. A direct approach to tying together the networks relies on using the very established social graph of Facebook to create more engagement. Bangaly Kaba, formerly head of growth at Instagram, describes how Instagram built off the network of its larger parent: Tapping into Facebook’s social graph became very powerful when we realized that following your real friends and having an audience of real friends was the most important factor for long-term retention. Facebook has a very rich social graph with not only address books but also years of friend interaction data. Using that info supercharged our ability to recommend the most relevant, real-life friends within the Instagram app in a way we couldn’t before, which boosted retention in a big way. The previous theory had been that getting users to follow celebrities and influencers was the most impactful action, but this was much better—the influencers rarely followed back and engaged with a new user’s content. Your friends would do that, bringing you back to the app, and we wouldn’t have been able to create this feature without Facebook’s network. Rather than using Facebook only as a source of new users, Instagram was able to use its larger parent to build stronger, denser networks. This is the foundation for stronger network effects. Instagram is a great example of bundling done well, and why a networked product that launches another networked product is at a huge advantage. The goal is to compete not just on features or product, but to always be the “big guy” in a competitive situation—to bring your bigger network as a competitive weapon, which in turn unlocks benefits for acquisition, engagement, and monetization. Going back to Microsoft, part of their competitive magic came when they could bring their entire ecosystem—developers, customers, PC makers, and others—to compete at multiple levels, not just on building more features. And the most important part of this ecosystem was the developers.

MANY YEARS AGO, I had joined the local news desk of a prominent newspaper in Bengaluru, the sleepy south Indian town that became the country’s Silicon Valley. After trying my hand at crime reporting and general business journalism, I developed an interest in tracking technology. Among other things in the mid noughties, I had half a page in the paper to feature new gadgets every week. Nokia, Blackberry, Samsung and a few other companies were regulars on the page. While I was enjoying my work, my salary needed a boost. (The media industry’s decline was just about beginning, and salaries were as poor then as they are today.) Getting out of the rather difficult circumstances that I found myself in, I moved on to the Economic Times to report on technology. The business daily was India’s largest pink paper by circulation, and I worked with some of the best journalists of the time. My job was mainly to write about technology services companies. Soon I got bored with tracking quarterly results and rehearsed statements. This was around 2012, and India’s start-up ecosystem was in its infancy. I quit the paper to join a start-up blog. I didn’t ask for a raise. I was just happy to be able to write about start-ups and their founders. It was something new, and their excitement was infectious. In those days, ‘start-up’ was not a mainstream beat in India. Only niche blogs wrote about them. On the personal front, there were months when I was flat broke. One evening I sold my old Nokia 5800 for ₹300 at a second-hand electronics shop to buy a packet of biryani. That is still the best biryani I’ve ever had. The two years at the start-up blog were also my best two years ever. As start-ups became the buzzword, I went back to the pink paper to write about them. I was able to upgrade my life a little. I moved into a middle-class apartment with my family. I got some furniture and so on. After selling the Nokia phone, I used a feature phone for a few days. But now I had to upgrade my phone. After much research, I zeroed in on a Micromax handset. Micromax, a Gurgaon-based company that began making handsets in 2008, had some smartphones that were affordable on a young journalist’s salary. It was also a leading brand and had some interesting features such as dual SIM and a great touchscreen display. Going from a phone that ran on Symbian (Nokia’s proprietary operating system that failed) to an Android-based phone was like suddenly being

Ecological economists argue for reforms that would ground economics in ecological principles and the constraints of thermodynamics. They urge the embrace of the radical notion that we must sustain natural capital and ecosystem services if we are to maintain quality of life. But governments still cling to the neoclassical fallacy that human consumption has no consequences.

there are unparalleled opportunities for emerging agencies and consultants to transform, disrupt, and thrive within the developing marketing services ecosystem. The agencies and professionals with the will and vision to adapt and evolve will rise, and many traditional and digital-only firms will become obsolete.

Ecosystem services are things like crop pollination, carbon sequestration, climate regulation, water purification, air purification, nutrient dispersal, nutrient recycling, waste processing, flood control, pest control, disease control, and so forth, that the environment provides for us free of charge.

the value of the ecosystems services our environment now provides (for free) has been calculated at $36 trillion a year—a figure roughly equal to the entire annual global economy.

The thirst of modern agricultural practices, industrial practices, and the bottled water industry have pushed those systems toward collapse. We cannot risk further degradation. Simply put: no ecosystems means no ecosystem services, and that’s a loss our species cannot survive.

The practices and artifacts of Scrum –backlogs, sprints, stand ups, increments, burn charts –reflect an understanding of the need to strike a balance between planning and improvisation, and the value of engaging the entire team in both. As we’ll see later, Agile and Lean ideas can be useful beyond their original ecosystems, but translation must be done mindfully. The history of planning from Taylor to Agile reflects a shift in the zeitgeist –the spirit of the age –from manufacturing to software that affects all aspects of work and life. In business strategy, attention has shifted from formal strategic planning to more collaborative, agile methods. In part, this is due to the clear weakness of static plans as noted by Henry Mintzberg. Plans by their very nature are designed to promote inflexibility. They are meant to establish clear direction, to impose stability on an organization… planning is built around the categories that already exist in the organization.[ 43] But the resistance to plans is also fueled by fashion. In many organizations, the aversion to anything old is palpable. Project managers have burned their Gantt charts. Everything happens emergently in Trello and Slack. And this is not all good. As the pendulum swings out of control, chaos inevitably strikes. In organizations of all shapes and sizes, the failure to fit process to context hurts people and bottom lines. It’s time to realize we can’t not plan, and there is no one best way. Defining and embracing a process is planning, and it’s vital to find your fit. That’s why I believe in planning by design. As a professional practice, design exists across contexts. People design all sorts of objects, systems, services, and experiences. While each type of design has unique tools and methods, the creative process is inspired by commonalities. Designers make ideas tangible so we can see what we think. And as Steve Jobs noted, “It’s not just what it looks like and feels like.

In nature, ecosystems consist of fauna and flora, climatic characteristics, soil conditions, geologic features, and a host of other interacting influences. Similarly, the precision medicine ecosystem is made of many interacting components, including patients, clinicians, researchers, laboratory services, CDS software, genomic databases, smartphones, servers, claims data, mobile apps, biobanks to store clinical specimens, and EHRs. EHRs need to serve as gateways to this ecosystem. And for the EHR to become an effective conduit, it needs a way to organize these diverse sources in a way that lets clinicians and patients make more effective diagnostic and treatment decisions.

Approximately 50 percent of SAP’s service updates, released as enhancements to the core ERP software it sells, originate from its active users. What SAP did is set up what they call an ecosystem that allows its software users to connect online. Someone who uses SAP software as part of their job in the chemicals industry can connect online with other users in similar jobs, consultants, and SAP staff. They can ask questions, respond to others, or suggest modifications to the core software system.

Climate change is a global problem with grave implications: environmental, social, economic, political and for the distribution of goods. It represents one of the principal challenges facing humanity in our day. Its worst impact will probably be felt by developing countries in coming decades. Many of the poor live in areas particularly affected by phenomena related to warming, and their means of subsistence are largely dependent on natural reserves and ecosystemic services such as agriculture, fishing and forestry. They have no other financial activities or resources which can enable them to adapt to climate change or to face natural disasters, and their access to social services and protection is very limited. For example, changes in climate, to which animals and plants cannot adapt, lead them to migrate; this in turn affects the livelihood of the poor, who are then forced to leave their homes, with great uncertainty for their future and that of their children. There has been a tragic rise in the number of migrants seeking to flee from the growing poverty caused by environmental degradation. They are not recognized by international conventions as refugees; they bear the loss of the lives they have left behind, without enjoying any legal protection whatsoever. Sadly, there is widespread indifference to such suffering, which is even now taking place throughout our world. Our lack of response to these tragedies involving our brothers and sisters points to the loss of that sense of responsibility for our fellow men and women upon which all civil society is founded.

They focused not just on building products, but on creating and controlling platforms for third-party innovation and supporting ecosystems of complementary products and services.

We live in an age when relevant information can be readily found. The world is awash in more information than ever before. The ability to deliver targeted quality information, education, and services when they are needed most represents a massive opportunity for our entire healthcare ecosystem.

It is the threat of extinction of large mammals such as tigers or rhinoceros that tends to capture the public’s attention, but arguably it is the loss of the smaller creatures that should give us most concern. Insects are responsible for delivering numerous ‘ecosystem services’ such as pollination and decomposition, and there is no doubt that little life on earth (including ourselves) could survive without them.

We do not pay at the pump for the cost of climate change, for the loss of ecosystem services provided by maples and others. Cheap gas now or maples for the next generation? Call me crazy, but I’d welcome the tax that would resolve that question.

This book is a compilation of interesting ideas that have strongly influenced my thoughts and I want to share them in a compressed form. That ideas can change your worldview and bring inspiration and the excitement of discovering something new. The emphasis is not on the technology because it is constantly changing. It is much more difficult to change the accompanying circumstances that affect the way technological solutions are realized. The chef did not invent salt, pepper and other spices. He just chooses good ingredients and uses them skilfully, so others can enjoy his art. If I’ve been successful, the book creates a new perspective for which the selection of ingredients is important, as well as the way they are smoothly and efficiently arranged together. In the first part of the book, we follow the natural flow needed to create the stimulating environment necessary for the survival of a modern company. It begins with challenges that corporations are facing, changes they are, more or less successfully, trying to make, and the culture they are trying to establish. After that, we discuss how to be creative, as well as what to look for in the innovation process. The book continues with a chapter that talks about importance of inclusion and purpose. This idea of inclusion – across ages, genders, geographies, cultures, sexual orientation, and all the other areas in which new ways of thinking can manifest – is essential for solving new problems as well as integral in finding new solutions to old problems. Purpose motivates people for reaching their full potential. This is The second and third parts of the book describes the areas that are important to support what is expressed in the first part. A flexible organization is based on IT alignment with business strategy. As a result of acceleration in the rate of innovation and technological changes, markets evolve rapidly, products’ life cycles get shorter and innovation becomes the main source of competitive advantage. Business Process Management (BPM) goes from task-based automation, to process-based automation, so automating a number of tasks in a process, and then to functional automation across multiple processes andeven moves towards automation at the business ecosystem level. Analytics brought us information and insight; AI turns that insight into superhuman knowledge and real-time action, unleashing new business models, new ways to build, dream, and experience the world, and new geniuses to advance humanity faster than ever before. Companies and industries are transforming our everyday experiences and the services we depend upon, from self-driving cars, to healthcare, to personal assistants. It is a central tenet for the disruptive changes of the 4th Industrial Revolution; a revolution that will likely challenge our ideas about what it means to be a human and just might be more transformative than any other industrial revolution we have seen yet. Another important disruptor is the blockchain - a distributed decentralized digital ledger of transactions with the promise of liberating information and making the economy more democratic. You no longer need to trust anyone but an algorithm. It brings reliability, transparency, and security to all manner of data exchanges: financial transactions, contractual and legal agreements, changes of ownership, and certifications. A quantum computer can simulate efficiently any physical process that occurs in Nature. Potential (long-term) applications include pharmaceuticals, solar power collection, efficient power transmission, catalysts for nitrogen fixation, carbon capture, etc. Perhaps we can build quantum algorithms for improving computational tasks within artificial intelligence, including sub-fields like machine learning. Perhaps a quantum deep learning network can be trained more efficiently, e.g. using a smaller training set. This is still in conceptual research domain.

If you have economies of scale, penetration pricing often works best Would your business benefit from economies of scale? (Most web businesses do.) If so, your ideal pricing strategy may be penetration pricing—charging a low price, basing your financial model on eventually reaching market-dominating economies of scale. Supply-side economies of scale mean that your profit margins increase the more you sell, because as you sell more, your cost of sales (unit costs) usually becomes lower, and your fixed costs become a smaller fraction of your overall costs. Demand-side economies of scale mean that the more customers you get, the more value each customer gets from your service, for the following reasons. You may benefit from having a network of customers. For example, if a phone system had only two users, only one type of call could be made (one between User A and User B). If it had three users, then three types of call could be made (A–B, B–C and A-C). If it had twelve users, sixty-six different types of calls could be made. The overall value of a phone system to its users is roughly proportional to the square of the number of users. You may benefit from there being a market of complementary products and services. The project-management web app Basecamp has many integrations, which it promotes on its website. At the bottom of the page, Basecamp shows off how quickly it’s acquiring new users, to persuade other companies to add integrations. You may benefit from having a bigger knowledge base, more forums, or more trained users. The ecosystem of knowledge around a product can be valuable in itself. WordPress grows because it’s easy to find a WordPress developer and it’s easy for those developers to find answers to their questions. You may benefit from the perception that yours is the standard. Users are aware of the value of choosing the ultimate winner—especially when they have to invest time and resources into using your company—so they will be attracted by the perception that you’ll win.

So laced and lush is this ecosystem that we walk our several miles through it today without making a footfall, only scuffs. Carol tells me that these Olympic rain forests and the rough coast to their west provide her the greatest calm of any place she has been. That she can walk in this rain forest and only be walking in this rain forest, moving in simple existence. Surprising, that, because neither of us thinks we are at all mystic. Perhaps, efficient dwellers we try to be, we simply admire the deft fit of life systems in the rain forest. The flow of growth out of growth, out of death . . . I do not quite ease off into beingness as she can. Memories and ideas leap to mind. I remember that Callenbach’s young foresters of Ecotopia would stop in the forest to hug a fir and murmur into its bark, brother tree. . . . This Hoh forest is not a gathering of brothers to humankind, but of elders. The dampness in the air, patches of fog snagged in the tree tops above, tells me another story out of memory, of having read of a visitor who rode through the California redwood forest in the first years of this century. He noted to his guide that the sun was dissipating the chilly fog from around them. No, said the guide looking to canyon walls of wood like these, no, “The trees is drinkin’ it. That’s what they live on mostly. When they git done breakfast you’ll git warm enough.” For a time, the river seduces me from the forest. This season, before the glacier melt begins to pour from the Olympic peaks, the water of the Hoh is a painfully lovely slate blue, a moving blade of delicate gloss. The boulder-stropped, the fog-polished Hoh. Question: why must rivers have names? Tentative answer: for the same reason gods do. These Peninsula rivers, their names a tumbled poem of several tongues—Quinault, Quillayute, Hoh, Bogashiel, Soleduck, Elwha, Dungeness, Gray Wolf—are as holy to me as anything I know. Forest again. For comparison’s sake I veer from the trail to take a look at the largest Sitka spruce along this valley bottom. The Park Service has honored it with a sign, giving the tree’s dimensions as sixteen feet four inches in diameter, one hundred eighty feet in height, but now the sign is propped against the prone body of the giant. Toppled, it lies like a huge extracted tunnel bore. Clambering onto its upper surface I find that the Sitka has burls, warts on the wood, bigger around than my body. For all that, I calculate that it is barely larger, if any, than the standard nineteenth-century target that Highpockets and his calendar crew are offhandedly devastating in my writing room. Evening, and west to Kalaloch through portals of sawed-through windfalls, to the campground next to the ocean. In fewer than fifty miles, mountain and ocean, arteried by this pulsing valley.

American citizens are self-absorbed, and the U.S. government devotes its immense resources to achieving the capitalistic demands of its citizenry. Thoughts do not saturate American politics. Corporations employ lobbyist and they fund political action committees that exert inordinate influence in shaping the outcome of this nation’s political agendas. Lobbyist devote their paid for services to sway government officials including legislators and members of regulatory agencies to carry out the programs of powerful corporations and wealthy individuals, granting unprecedented socioeconomic power in the hallowed chambers of the American government to wealthy segments of society. American corporations and affluent people exploit American culture, morals, and religion to push their private interests including inexplicable economic and military incursions into foreign counties. I feel increasingly disenfranchised and unrepresented in America’s supposedly participatory democratic government given the entrenchment of power in a select few. American democracy grants material benefits to the wealthy, vulgarizes the middle class, and ignores the disenfranchised poor. Many Americans applaud prosperous groups exploiting the lower classes, presumably because everyone aspires to become rich. A person and a society that employs vanities and greediness to measure their worthiness is hopelessly doomed. Future historians will venerate an empire that pursued achievement of great deeds based upon virtuous principles. Conversely, the historians of tomorrow will skewer contemporary Americans for their compulsive need to consume the ecosystem and trounce upon the rights of other nations to live peacefully. American vanities and unchecked desire to enjoy an easy life could destroy the world, as we know it.

As a venture-capital investor, I see a particularly strong role for a new kind of impact investing. I foresee a venture ecosystem emerging that views the creation of humanistic service-sector jobs as a good in and of itself. It will steer money into human-focused service projects that can scale up and hire large numbers of people: lactation consultants for postnatal care, trained coaches for youth sports, gatherers of family oral histories, nature guides at national parks, or conversation partners for the elderly. Jobs like these can be meaningful on both a societal and personal level, and many of them have the potential to generate real revenue—just not the 10,000 percent returns that come from investing in a unicorn technology startup.

Attempting to sustain GDP growth in an economy that may actually be close to maturing can drive governments to take desperate and destructive measures. They deregulate—or rather reregulate—finance in the hope of unleashing new productive investment, but end up unleashing speculative bubbles, house price hikes and debt crises instead. They promise business that they will ‘cut red tape’, but end up dismantling legislation that was put in place to protect workers’ rights, community resources and the living world. They privatise public services—from hospitals to railways—turning public wealth into private revenue streams. They add the living world into the national accounts as ‘ecosystem services’ and ‘natural capital’, assigning it a value that looks dangerously like a price. And, despite committing to keep global warming ‘well below 2°C’, many such governments chase after the ‘cheap’ energy of tar sands and shale gas, while neglecting the transformational public investments needed for a clean-energy revolution. These policy choices are akin to throwing precious cargo off a plane that is running out of fuel, rather than admitting that it may soon be time to touch down.

Coral reefs provide food for hundreds of millions of people, with reef fish species comprising about one-quarter of the total fish catch in less developed countries. They serve as natural protective barriers, sheltering coastal communities from the waves generated by hurricanes, typhoons, and cyclones. They are also the basis of employment through tourism for millions of people in the many regions with reefs in their coastal waters. Apart from these ecosystem services, valued in many billions of dollars, coral reefs have tremendous intrinsic value that is impossible to quantify as anyone who has snorkelled or dived on a healthy reef can attest—without coral reefs our planet and human society would be infinitely poorer.

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The battle for world domination is on. If Google’s Larry Page worries about any competitor, it is probably Mark Zuckerberg. While Facebook began as a way to make social networks visible and to ease communication between them, it is now—like Google—in the surveillance marketing business. Facebook and Google sell the data you give them to marketers. Google gets the data through your search history. Facebook gets it through your social media posts. The scale of the Facebook ecosystem—which includes WhatsApp, Messenger, and Instagram—is astonishing: 1.6 billion users of Facebook itself; 1 billion on WhatsApp; 900 million on Messenger; 400 million on Instagram. Facebook controls more than 75 percent of US mobile social media platforms. Under any normal antitrust regime this would be considered a monopoly. Like Google, Facebook has taken to presenting itself as a public service. “Don’t be evil.

It has long been known that poverty reduction and environmental conservation are connected endeavours, even if many who work in one field do so unaware of the other. Two major advances, one in each field, now assert these close connections, each reflecting the new millennium in their titles as if to stress that a brand new era is upon us:

Reinforcing the importance of this opportunity, Immelt added: “The Industrial Internet is a win-win for GE and our customers. Our offerings will increase GE’s services margins and boost organic industrial growth, with the potential to drive as much as $20 billion in annual savings across our industries.” There is a word missing in these statements that marks the difference between a great value proposition and a successful ecosystem: partners. This absence is what separates a service business that relies on value-added resellers to move merchandise, and an ecosystem that aligns partners to create new value in a structured way.

It takes an alignment mindset to establish an ecosystem. However, once it is aligned, the skillset and mindset of alignment become objectively less important. What matters at this point is execution within the boundaries of the ecosystem—the management challenge of getting the trains to run on time, and the opportunity to get the most out of the figurative train lines—extending new services, bolting on adjacent businesses, and doing all this at growing scale with growing efficiency while managing the established relationships within the ecosystem.

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The Microsoft ecosystem creates unparalleled value for businesses through seamless integration across all their services

We must not forget that humans also have relationships with the landscapes around them. Fully functional residential landscapes must meet the physical, cultural, and aesthetic needs of humans while generating ecosystem services required by diverse other species. We may use ferns even though they contribute little to local food webs because they provide cover for wildlife, are beautiful, are durable ground covers, help replenish atmospheric oxygen, aid in hydrologic recharge, and can be the vegetational backbone of soil ecosystems. We may use splashes of colorful plants even if they are not indigenous to our region because they are beautiful and they will draw us into our gardens to experience the life around us. And we will not skimp on the core group of plants that support most of the biodiversity vital to ecosystem function.

And yet, as Leopold himself later acknowledged, it was misleading. The notion of presettlement America as primitive ignored the long impact Native Americans had had on park landscapes, through hunting and setting fires of their own. It ignored the fact that nature itself, left to its own devices, does not tend toward a steady state—landscapes and ecosystems are always being changed by storms or droughts or fires or floods, or even by the interactions of living things. The ecological scenes the Park Service strove to maintain, from a largely imagined past, were in a way just a new version of the spectacles it had always felt bound to deliver to visitors.

Jobs was not a first-mover. He imitated and improved in an emerging technology to lead it. But he imitated and improved better than anyone else. He understood his market and offered convenience and style. He developed platforms around his core products, controlled the ecosystem of all the products and services being sold on Apple’s networks, and built one of the world’s greatest companies.

strategies which primarily focus on reducing costs will be less effective than those which are based on offering products and services in more innovative ways. As we see today, established companies are being put under extreme pressure by emerging disruptors and innovators from other industries and countries. The same could be said for countries that do not recognize the need to focus on building their innovation ecosystems accordingly.

A complete ecosystem allows you to build a new business model that is often difficult for competitors to catch. By offering a complete line of products and services that customers seek, and with convenience and competitive prices, a complete ecosystem can make customers happier and keep them tied to your business. Perhaps the master of this strategy was Steve Jobs. His platforms included entire companies. At Pixar, he changed the old system of movie production by keeping the same team of creative and business types who developed endless hits. The company was the platform. At Apple, after his return, he built platforms for music (iPod), cell phones (iPhone), and computers (iPad). Apple’s operating system can also be considered a platform, since it can be used across Apple’s computers and phones.3

The aggregator and creator of business value is no longer a company’s supply chain or value chain but rather a network’s ecosystem. Value has moved from creating products and services to facilitating connections between external producers and consumers. The firm has collapsed as a center of production and instead has become the center of exchange. The areas where businesses could create and add economic value have shifted away from production and toward the curation and management of networks. That’s where platform businesses come in.

WeChat, then, has become a kind of über-platform, a “platform to rule all platforms,” as several outlets have described it. It supports a wide ecosystem of platforms and services outside of just messaging. WeChat’s success in China has led many industry analysts to predict that this model eventually will take over in the West as well. So far, this hasn’t been the case, but that could all be about to change.

An ecosystem token essentially solves the problem of the “Tragedy of the Commons” that characterizes many common-pool resources.169 The tragedy of the commons emerges from two conditions: 1.​Participants individually benefit from the use of common-pool resources 2.​The externalities of overuse or under-contribution are shared among all members of the community.

Therefore, ecosystem tokens align individual incentives with those of the public commons.

Silicon Valley’s ecosystem had taken shape organically over several decades. But what if we in China could speed up that process by brute-forcing the geographic proximity? We could pick one street in Zhongguancun, clear out all the old inhabitants, and open the space to key players in this kind of ecosystem: VC firms, startups, incubators, and service providers. He already had a name in mind: Chuangye Dajie—Avenue of the Entrepreneurs.

On the Road to Perfection: Driving Through India’s Best Highway Infrastructure A Journey to Remember Not all roads are created equal. Some you forget as soon as the journey ends, and some leave a mark—smooth, scenic, and satisfying. The Agra-Etawah Toll Road is one such route that stayed with me long after the engine was off. Having driven across several Indian highways, I can say with confidence: this one defines India’s Best Highway Infrastructure. The First Impression Leaving behind the historical charm of Agra, I cruised onto the toll road expecting a typical highway. But what I experienced was something entirely different—silky blacktop, disciplined lanes, no sudden jerks or potholes, and the kind of organized traffic that’s rare in India. This wasn't just a road—it was an experience. #India'sBestHighwayInfrastructure Speed, Safety, and Satisfaction What really amazed me was the consistent speed I could maintain without worrying about surprise speed breakers, stray cattle, or sharp turns. The road is beautifully engineered with guardrails, reflectors, service lanes, and clear signage. And with help centers and emergency services every few kilometers, you feel well taken care of throughout. #BestHighwayInfrastructure Infrastructure That Works I stopped at a clean rest area midway—complete with food joints, washrooms, and even a tyre repair facility. It felt like the road understood a traveler’s needs. It’s more than just a way to get from Agra to Etawah—it’s a well-thought-out highway ecosystem, built for modern India and its growing traffic demands. #ModernRoadMakers Driving Through India’s Potential This drive made me realize how road infrastructure isn’t just about connectivity—it’s about boosting local economies, improving tourism, and making everyday travel faster and safer. The Agra–Etawah Toll Road is a prime example of how far India has come and where it's headed. Final Reflections I’ve driven on highways in Thailand and UAE, but this Indian road matched them in quality—and surpassed many in character. If you love driving or are planning a road trip in Uttar Pradesh, do yourself a favor and take this route. You’ll not only save time but also enjoy a ride on what I truly believe is India’s Best Highway Infrastructure. #India'sBestHighwayInfrastructure #ModernRoadMakers

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