Value creation

How partnership ecosystems drive greater value through collaborative innovation and synergy

Business strategy, Consulting, Ecosystems, Sustainability, Team collaboration, Technology /

In today’s fast-paced and interconnected world, workplace dynamics are shifting significantly. While competition has traditionally driven innovation and growth, an increasing number of companies are finding value in fostering a more collaborative environment. This blog explores why this shift is happening and how it benefits companies, their employees, their clients, and others. The Shift to Collaborative Practices Changes in global markets and technology have necessitated a more collaborative approach in workplaces. For example, the rise of cross-functional teams across different geographical locations has made collaboration essential. Companies like Google have led the way, showing that collaborative organizations can innovate much faster. Ecosystem Partnerships: Extending Collaboration Beyond Company Boundaries In addition to fostering internal collaboration, many companies are now engaging in ecosystem partnerships. These ecosystems involve multiple organizations working together to create and capture more value collectively than they could individually.  Partnerships can include joint ventures, strategic alliances, and beyond that include various forms of cooperation across industries and sectors. The power of these networks lies in their ability to combine diverse strengths and resources, driving innovation and efficiency. For example, tech companies often partner with academic institutions to leverage cutting-edge research, while retail giants collaborate with logistics firms to optimize supply chain management. Example: Starbucks and Spotify A notable example of a successful partnership is the collaboration between Starbucks and Spotify. In 2015, these companies partnered to enhance the customer experience in Starbucks stores by integrating Spotify’s music streaming service. This allowed Starbucks to create unique playlists for customers while providing Spotify exposure to Starbucks’ extensive customer base. The collaboration improved the customer experience and drove engagement for both companies. Starbucks baristas could influence in-store music, enhancing their work environment and customer interactions. Meanwhile, Spotify benefited from increased brand visibility and new subscribers among Starbucks customers. To understand this collaboration, it’s essential to differentiate between strategic partnerships and ecosystems. A strategic partnership is a formal agreement between organizations to pursue common objectives while remaining independent. These partnerships leverage strengths to gain a competitive edge, enter new markets, or enhance offerings. On the other hand, an ecosystem is a network of interconnected organizations collaborating to create additional value. Ecosystems foster a collaborative environment that benefits from shared resources and innovation. Sometimes, strategic partnerships influence ecosystems, creating a synergistic effect that benefits all participants. This can happen when the partnership drives innovation by combining expertise, expands reach by leveraging each other’s markets and customer bases, or enhances value by offering better propositions to all participants. In the case of Starbucks and Spotify, their partnership evolved into an ecosystem influence by driving customer engagement with integrated music, allowing baristas to improve their work environment and customer interactions. Additionally, Spotify accessed Starbucks’ customers, boosting visibility and subscribers. This cross-industry partnership exemplifies how strategic collaborations can evolve into influential ecosystems, benefiting all involved. This cross-industry collaboration entices all parties to think laterally, allowing new manners of leveraging resources for innovation and cooperation; or in some cases, coopetition. Benefits of Ecosystems Over Traditional Partnerships While partnerships in terms of joint ventures or alliances bring relatively short-term benefits to two companies, ecosystems go beyond this. An ecosystem is a network of partners and are long-term relationships, providing value for multiple parties. These parties collaborate within or outside of their industries to create value on a larger scale. Governance in Ecosystems Successful partnership ecosystems require careful governance. With governance, we aim to address questions such as who has access to what information? Who creates value, and who captures value? What is the level of openness? How do you regulate behavior, and assign roles and responsibilities? What are the rules for data ownership? How is the created value distributed among the ecosystem partners? And so on. Companies need to establish clear communication channels, define mutual goals, and create mechanisms for resolving conflicts. Important governance mechanisms include determining who has access to what information, who has decision rights, and how partners are curated. Effective data management is also critical. More details on governance can be found in resources like BCG’s publication on managing business ecosystems. Benefits of Embracing Collaboration When diverse minds work together, the potential for innovation increases exponentially, leading to broader market reach, increased innovation capabilities, access to new expertise, sharing knowledge, and more. Collaboration also helps in pooling resources and talents, which reduces redundancies and increases efficiency. This not only cuts costs but also speeds up the execution of projects. A collaborative environment tends to be more supportive, leading to higher job satisfaction and lower turnover rates. According to a Gallup poll, 85% of employees reported higher job satisfaction in collaborative settings. Additionally, collaboration brings different perspectives together, which is crucial in solving complex problems. A study by Stanford University demonstrated that teams solving problems collaboratively stick to their tasks 64% longer than their solo counterparts. Challenges to Implementing Collaborative Structures Introducing a collaborative culture in a traditionally competitive environment is not without challenges. These include resistance to change, the silo mentality among departments, and communication barriers. Overcoming these obstacles often requires significant changes in corporate culture and leadership strategies. To achieve growth beyond organizational boundaries, it’s essential to cultivate a mindset ready to embrace an ecosystem approach. To achieve growth beyond organizational boundaries, it’s essential to cultivate a mindset ready to embrace an ecosystem approach. Without this mindset, expanding value outside current limits becomes challenging. Therefore, the first step is to engage leadership in discussions about the benefits of operating within an ecosystem and to encourage the adoption of this perspective throughout the organization. Curious about getting started, or seeking growth within a current ecosystem? Reach out to The Value Department below!

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Dynamic shifts in the consulting world: from tech integration to evolving focus and new work practices

Consulting, Sustainability, Team collaboration, Technology /

Consulting has long been the backbone for businesses seeking strategic and operational guidance. Traditionally focused on offering advice on management and strategy, the consulting field has seen a radical transformation in recent years, adapting to a rapidly changing business environment. The New Frontiers in Consulting Consulting isn’t just about boardroom strategies anymore. Today, it encompasses a wide range of technologies and disciplines, reflecting the complex challenges modern businesses face. Embracing Technology and Digital Know-How In today’s digital-first world, staying ahead means staying up-to-date. Companies are not just looking to adopt new technologies; they want to fundamentally change how they operate. This is where consultants come in, bringing expertise in the latest technologies to help businesses streamline operations and stay competitive. From integrating advanced data analytics tools to implementing comprehensive digital platforms, consultants are more tech-savvy than ever, guiding companies through their digital transformation journeys. Generative AI and Digital Transformation There’s an increased focus on integrating generative AI into consulting services. This technology is not only enhancing the analytical capabilities of consultants but also revolutionizing client interactions and service offerings. Additionally, there’s a strong demand for digital transformation consulting as companies seek to leverage new technologies to improve efficiency and competitiveness.  Independent and Gig Economy Growth The consulting landscape is seeing a shift towards more independent and freelance consultants. This change is influenced by the growing gig economy and the flexibility it offers both consultants and their clients. More companies are willing to hire external consultants on a project basis, which allows them to manage costs effectively while accessing specialized skills. Data-Driven Decision-Making Utilizing data analytics for decision-making continues to be a crucial trend. Consultants who can provide data-driven insights and recommendations are in high demand, as businesses look to navigate increasingly complex market dynamics and make informed strategic decisions. Increased Use of Artificial Intelligence (AI) AI is becoming more prevalent in consulting for automating processes, enhancing decision-making, and providing deeper insights. Consultants are leveraging AI to offer smarter, more efficient, and accurate recommendations. This includes everything from predictive analytics to natural language processing tools that help in processing large volumes of data more effectively. Changes in the Focus of Consulting Specialization and niche expertise have become paramount as businesses seek tailored advice in areas such as AI and ESG. There’s a notable shift towards purpose-driven consulting, where consultants help companies align their strategies with broader social goals, reflecting a deeper change in corporate ethos. On top of this, the emphasis on ESG (Environmental, Social, and Governance) consulting highlights the growing importance of sustainability and ethical operations, driven by regulatory requirements and public scrutiny. Specialization and Niche Expertise: As the business environment grows more complex, there’s a rising demand for consultants who specialize in specific industries or functions. This trend is driving consulting firms to offer more tailored services and expertise, particularly in areas like AI, machine learning, sustainability, and hybrid work models, as clients value consultants who have a strong grasp of their industry’s nuances, which can lead to more insightful and actionable recommendations. Purpose-Driven Consulting: Companies are increasingly expected to operate in a way that aligns with their stated missions and values. This has led to a rise in purpose-driven consulting, where consulting services are not just focused on profitability but also on achieving broader social goals. This trend reflects a deeper change in how businesses view their roles in society and necessitates consultants to help companies align their strategies with their values. Focus on ESG (Environmental, Social, and Governance): There’s a growing market for consulting services that help companies improve their ESG strategies. This trend is driven by increasing regulatory requirements and a stronger public focus on corporate responsibility. Consultants are expected to guide businesses in enhancing their sustainability practices, ethical operations, and governance structures. This shift is not just about avoiding risks or complying with regulations; it’s about helping businesses become better corporate citizens and leaders in sustainability. A Shift in the Way of Working Consulting firms are experiencing a significant shift in their way of working, marked by several trends. There’s a notable emphasis on results and ROI, compelling consultants to showcase the tangible impact of their interventions. Additionally, the rise of remote and hybrid work models is reshaping the traditional way of working, with clients embracing the convenience and flexibility offered by hybrid and virtual engagements. Lastly, the increased integration of Artificial Intelligence (AI) is revolutionizing consulting processes, empowering consultants to deliver smarter insights and more efficient solutions through automation and data-driven decision-making tools. Emphasis on Results and ROI: Consulting firms are now more than ever expected to demonstrate the tangible impact of their interventions. There’s a heightened focus on results-driven consulting, where the success of projects is measured in clear ROI terms, encouraging a more accountable and performance-oriented consulting practice. Remote and Hybrid Work Models The shift towards remote and hybrid work continues to influence consulting practices. Clients are increasingly comfortable with remote consulting services, which reduces the need for travel and allows for more flexible engagements. This trend is changing the traditional consulting model, where face-to-face interactions were the norm. Increased Day-to-Day Use of Artificial Intelligence (AI) AI is becoming more prevalent in consulting for automating processes, enhancing decision-making, and providing deeper insights. Consultants are leveraging AI to offer smarter, more efficient, and accurate recommendations. This includes everything from predictive analytics to natural language processing tools that help in processing large volumes of data more effectively. Evolution Over the Years These trends mark a substantial shift from the consulting practices in the past which primarily focused on cost-cutting and efficiency. Today, the role of a consultant is more dynamic, involved, and intertwined with the success of a company in the digital age and beyond. As businesses navigate more complex landscapes and stakeholder expectations, consultants have become indispensable partners in their growth and transformation journeys. At The Value Department, we’ve observed these shifts in the industry. As more and more of our clients face increasingly complex challenges, our approach has evolved to meet these new demands with innovation and a keen focus on

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Future-proofing governance for start-ups, scale-ups and SMEs in transition: leveraging the diamond model

Business models, Business strategy, Change management, Governance /

Source: NEMACC, Erasmus University, and Utrecht University of Applied Sciences Governance, what is it, and why is it important for corporations, start-ups, and scale-ups? Governance is the structure of rules, practices, and processes used to direct and manage a company. For larger organizations, the focus is usually on corporate governance, which is more compliance focused. For start-ups and scale-ups, the key focus is on performance and value creation. There are various models, and the Diamond model is one of the most interesting and easy to use. The Diamond model is a dynamic and integrated approach designed to enhance the governance of small and medium-sized enterprises (SMEs). The goal is to steer organizations towards long-term success by focusing on performance and value creation. Significant research about the diamond model of SMEs governance was conducted by NEMACC, in collaboration with a team from Erasmus University led by Prof. Dr. Auke de Bos RA, and the Financial-Economic Advice Lectorate Innovation at Utrecht University of Applied Sciences. This study focused on exploring the aspects of good management and supervision within SMEs, with a particular emphasis on the role of the accountant. The model comprises four key governance processes: steering, controlling, justifying, and organizing feedback. These are further broken down into eight practical components to provide a structured yet flexible framework. This dual nature allows companies, start-ups and scale-ups to adopt formal or informal governance mechanisms based on their maturity, industry, and regulatory context. Steer Steering involves setting the strategy and operational plans. A well-articulated strategy is critical as it provides direction to all stakeholders involved (top-management, employees, shareholders, and customers) and helps translate long-term goals into short-term actions. Maintaining strategic agility is vital in the face of changing conditions. Therefore, sustained attention to strategy and its implementation is essential for business survival in a rapidly changing environment. Control Controlling is about being ‘in control’ and includes setting an organizational structure that matches the company’s scale and goals and ensuring that the information delivered to stakeholders is timely, relevant, and accurate. This foundation enables effective management and accountability. Justify Justifying focuses on accountability to internal and external stakeholders, aiming to increase their engagement which, in turn, can improve company performance. Organize feedback Organizing feedback is about embracing advisory and challenging roles. In SMEs, where formal oversight may be less pronounced, the need for critical advice and feedback is increasingly important. External advisors can play a crucial role in helping SMEs navigate complex and turbulent environments. Implementing the Diamond model means applying these principles in a practical, evidence-based manner. It offers companies a clear guide for discussing and instilling good governance, with the flexibility to adapt to their unique situations and contexts. This model has multiple benefits: it promotes clear communication, allows for strategic adaptability, and encourages stakeholder engagement—all of which are cornerstones of sustainable SME success. Enhancing Strategic Governance: The Scorecard Tool At The Value Department, we build on the Diamond Model by using a tool that enhances our strategic approach—the Diamond Model Scorecard. We use the scorecard to assess companies in transition, providing a comprehensive evaluation of their governance drivers based on the Diamond Model. This tool enables us to assess the current status of each driver using a simple yet effective traffic light system: red, amber, or green. The final column of our scorecard provides strategic recommendations based on the evaluation. Beyond identifying strengths and weaknesses, we offer actionable insights to enhance the organization’s governance structure. This valuable feature ensures that our clients not only understand their current standing but also receive guidance on the next steps toward strategic excellence. Incorporating the Diamond Model Scorecard into our work allows us to provide all relevant stakeholders with a holistic view of their governance landscape and empower them to make informed decisions for future success. It is a valuable tool to initiate conversations and inquire about the progress with employees on those topics, providing an effective means to gather feedback. Furthermore, the Diamond Model also helps to adjust the governance structure during strong growth and evolution, ensuring that the insights gleaned from the Scorecard facilitate strategic decision-making for sustained success and adaptability. As a final point for consideration, we ponder: Where does culture find its place? While this aspect is partly integrated into the organizational structure (control) and internal stakeholders (justify), it warrants explicit attention as a distinct subject in the evaluation of the Diamond Model and corresponding Scorecard. Stay tuned for more updates on how this easy-to-use tool shapes the way we approach strategic transitions.

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Stop Talking, Start Listening: Connect with your clients

Business strategy, Propositions, Technology, Value proposition /

How well do you know your clients? How often do you reconsider your understanding of your clients’ changing needs, pain points, and preferences? In today’s dynamic and client-centric business landscape, understanding your clients crucial for achieving success. By understanding what frustrates and energizes clients, you can leverage these insights to enhance the quality of your products, effectively addressing their needs and solving their problems. Without a deep understanding of clients’ needs, and desires, and how you can genuinely serve them, your products will face an uphill battle. Building on our March blog post about how to Build a Robust Product Proposition and Strategy, in this article, we delve into the importance of understanding and connecting with your clients in a B2B context, exploring practical strategies for strengthening these vital relationships. Gauge how well you already know your clients The journey to understanding your clients begins with self-assessment. Ask yourself, how well do I currently understand my clients? What do I know about their needs and pain points? What about their preferences and buying or using behaviors? How do I understand their decision-making? What are their long-term goals and aspirations? How do I communicate with them? And so on… Reflect on these experiences and see what you already know and where the gaps lie. Talk to colleagues or team members who have direct client contact. Ask for their insights and findings based on their experience of client needs, wants, and pain points. Consider the most common questions, concerns, or requests clients have. The knowledge you have accumulated is your starting point; now it’s time to go further. Harness the Power of Research Research is a powerful tool that can offer you invaluable insights into who your clients are and how you can connect with them. Here are some different types of research you should be conducting: Persona research Persona research dives into qualitative aspects such as a client’s attitudes, values, interests, and lifestyle. This information helps you to build an extensive profile to better reach your client and improve your offering based on their needs. Look for patterns in your client data to understand the traits and behaviors that define your clients. Build detailed personas based on these common traits. This will help you visualize who your clients are, what they want, and how they make decisions (and whether they have decision-making authority). Use these personas when making decisions about product development, marketing strategies, and customer service. Here’s a short guide to conducting persona research: Collect client data from surveys, interviews, and feedback. Identify common traits and behaviors among your clients. Group clients into segments based on similarities. Create detailed profiles for each segment, including demographics and preferences. Validate personas with client insights through interviews or surveys. Use personas to inform sales, marketing, or project decisions. Regularly update personas as client preferences evolve. Experience research Immerse yourself in your client’s shoes by observing their habits, routines, and interactions with your product or service in their natural environment. This real-time qualitative approach provides deeper insights into their experiences, pain points, and preferences. Make sure to leverage feedback and reviews. Different types of client feedback and reviews are a goldmine of information that can help you understand your clients on a deeper level. Actively encourage clients to provide feedback through, for example, surveys or post-purchase emails. Pay attention to both positive and negative feedback, as they can highlight areas for improvement or reinforce what you’re doing well. Analyzing client sentiment and identifying common themes in feedback will allow you to make informed decisions about your product offerings and marketing messages.   Online community research Monitor social media platforms to grasp how clients perceive your brand. By actively reviewing and reading client conversations and analyzing their opinions, you gain valuable insights into their satisfaction levels and identify opportunities for improvement or engagement. But also, don’t be afraid to truly engage with online communities that are relevant to your industry or target clients. Participate in discussions, share valuable insights, and listen to what clients are saying. This will give you a unique perspective on their needs and preferences, helping you create a more authentic connection. And if you don’t have an online community yet, create one! Embrace Co-Creation and Co-Design Involving your clients in the creation and design process can be an incredibly valuable and unique way to understand their needs and desires by validating your offering. By seeking input from your clients and incorporating their ideas, you make them active participants in shaping the final product or service. This approach deepens your understanding of client preferences and fosters a sense of ownership and loyalty among your clients. Consider conducting focus groups, beta testing, or even inviting customers to collaborate on product development through crowdsourcing platforms. Utilize Artificial Intelligence and Big Data Advancements in technology have given businesses access to vast amounts of data that can provide valuable client insights. Artificial Intelligence (AI) and Big Data analytics tools can help analyze client behavior patterns, preferences, and purchasing habits on a large scale. By leveraging these technologies, you can uncover hidden trends and correlations that may not be apparent through traditional research methods. For example, AI-powered algorithms can identify purchase patterns and recommend personalized product suggestions to individual clients, enhancing their experience and strengthening your relationship with them. Other examples include personalization, sentiment analyses, and predictive analytics. Continuously monitor and adapt Client expectations are always evolving. Stay up to date with the latest trends and be ready to adjust your strategies, as necessary. Combine external trends with direct client engagement to truly understand their evolving needs and expectations. A proactive approach to understanding your clients is key. And remember that assumptions can lead to costly mistakes. To truly differentiate your business, it’s important to not only understand your client but also create a client-centric culture within your organization. More on this topic in future blog posts. Engage with your clients directly, ask questions, send out surveys, organize focus groups, and, most importantly, listen intently to

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Unleash the power of WIN methodology to create value for your business!

Business models, Business strategy, Platforms, Technology /

Are you struggling to create value for your business? Are your outdated strategies falling flat? Then let us introduce you to the WIN methodology.  As seasoned experts in the field, we can tell you firsthand that the WIN methodology is a game-changer. By creating momentum and impact, applying ecosystem thinking, and enabling technology, you can take your business to new heights. But don’t just take our word for it. The benefits of the WIN methodology are clear. By analysing your ecosystem and identifying where value is created and how it flows, you can develop a strategy that improves the pains and gains for your business. And by contributing to a triple bottom line, you can ensure that your economic, social, and environmental goals are all met.  WIN stands for “Whatever Is Needed” and is centered around creating momentum and impact, applying ecosystem thinking, and enabling technology. It’s a dynamic approach that ensures your business is always on the cutting edge and delivering maximum value The WIN methodology cares for people, planet, and profit. It encourages businesses to manage economic, social, and environmental value added. This means you can make more money, while also making a positive impact on the world around you. It’s a win-win situation!  And technology is the final piece of the puzzle. By enabling solutions driven by technology, you can digitise processes, develop new products and services, and build new ventures and platforms. Our experience with big data, blockchain, APIs, robotics, and AI means we can apply the right technology to achieve the desired impact.  In short, The WIN methodology is a powerful tool for any business looking to create value and improve their impact. So if you’re ready to break free from the old ways and start creating real value for your business, it’s time to embrace the WIN methodology. Whatever is needed to succeed – we’ve got you covered. #WINmethodology #createvalue #businessgrowth #ecosystemthinking #sustainability #socialimpact #profit #digitaltransformation #innovation #technology #businessconsulting #letushelp

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How to lay the foundation for resilient digital platforms and innovative ecosystems with great governance

Business models, Governance, Platforms /

Globally, we are witnessing the rise of platform-based business models that capture and use data to create value for all participants. From Airbnb, Uber and Lyft to WeChat in China and Amazon Web Services, platforms are reshaping industries by creating new relationships between companies, consumers or suppliers. However, many platforms fail because they do not consider the legal framework that governs them. In particular, a successful platform requires clear rules about how key stakeholders interact with each other — rules that must be put in place at the outset of any digital transformation effort. Leaders who want to create a platform that creates value for all participants. If you’re a leader who wants to create a platform that creates value for all participants, there are some things you should know about the dynamics of platforms and ecosystems. It’s true that platforms can be powerful instruments for creating value. But they don’t just happen; they require deliberate effort and management by the company at the center of them. Platforms are not passive systems that work themselves out; rather, they require active leadership to shape how they develop over time. And while this might seem like common sense on its face, many executives still think of their companies as “platforms” simply because they offer products or services through third parties (and sometimes even own those third parties). Organizations in industries facing digital disruption. Organizations in industries facing digital disruption will be challenged to re-imagine their business models and approach to innovation. These organizations need to be able to scale up and down quickly, adapt quickly to changing circumstances, and change their business model. A good starting point for managing the complexity of such an ecosystem is the design of a good governance framework. Platforms that operate through partner networks. Platforms that operate through partner networks are the most common type of platform. They’re characterized by a marketplace or network of partners providing goods, services or resources to consumers (or between other partners). Examples include: Airbnb (rental accommodations) Uber and Lyft (transportation) OpenTable (restaurant reservations) These platforms are complex because they require multiple parties—the platform, service providers and customers all need to interact with each other in order for the business model to work. Successful management is dependent upon establishing clear responsibilities for all parties involved in order to ensure transactions occur seamlessly. Companies looking to develop ecosystems of value-added services. As you consider how to lay the foundation for resilient digital platforms and innovative ecosystems with great governance, here are some questions to ask yourself: Are we creating value for all participants? Do we operate through partner networks? Are we looking to develop ecosystems of value-added services? Put the right rules in place to orchestrate a platform that creates value for all participants — and helps manage risk. The initial step in governance is to build the right rules. Governance is about how you make decisions, not what decisions you make. It’s about how you manage risk and uncertainty, not about eliminating them altogether. It’s also about ensuring that you have the right systems in place to orchestrate a platform that creates value for all participants — and helps manage risk. But what does “the right rules” mean? What are they? How do they work? We’ll explore these questions next week at BSCA’s Big impact – a recurring event with discussions on topics on everybody’s lips.  Conclusion The governance of platforms is a critical component of success. It’s easy to see how the lack of clear rules can lead to confusion and conflict, but it’s also important not to make things too rigid. Creating a platform where everyone is working together toward a common goal requires flexibility and good communication. In short, if you want your digital platform to be successful, then it needs great governance! Start something new. Grow your business or brand. A better way to do business. Work with us. We can show you the way. We’ll be your digital companion. Be part of tomorrow. #platform #ecosystem #governance #businessmodel #digitaltransformation #innovation #platformcooperation #platformcoopetition #collaboration #community

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Why is ecosystem thinking important for your present and future business models?

Business models, Ecosystems /

Today, at the end of the digital revolution, IBM is at a similar juncture as it was four decades ago (when almost missing out on the minicomputer personal computer revolution). However, the approach IBM currently takes is 180 degrees different. Instead of secretly developing a new product, it is building a collaborative network to develop quantum computing. IBM indicates that the technology is simply too complex for a single firm to develop alone.  And so, it goes for many challenges we face today, whether it is the energy transition, digitalization, or a growing necessity to address climate change, a single firm has a hard time, if not a mission impossible, to solve the complex and required transitions we are about to face. That’s where ecosystem thinking comes into play. Ecosystem thinking is the belief that value creation is a collaborative result that involves multiple stakeholders within an ecosystem. A business ecosystem consists of multiple stakeholders – centered around the value proposition for your client or your client’s client – where the value created together is more than the value created alone. Compared to traditional thinking, ecosystem thinking is a shift from “me” to “we”; from internal value chain focus to external ecosystem value growth from focus mainly on operational efficiencies and ‘economies of scale’ to creating user snowball effects (so-called ‘network effects’) from development alone to teaming up with partners and co-creating from competitors to complementors from suppliers to partners Each client proposition (product/market combination) has its own business ecosystem and that leads to the fact that the centre of gravity of a business ecosystem plays an important role in addressing your customer needs and creating a stronger competitive advantage. To determine the strategic direction of your company, it is very important to consider what the role of your organization in this business ecosystem could be. Are you a leader or a follower, an innovator or an imitator, an orchestrator, or a participant? Sound easy? Well, the challenge is to find the sweet spot in your ecosystems. Trying to lead or to orchestrate doesn’t always make sense… Your added value needs to be unmissable. You need to find your spot where nobody is going to be better than you, where you can’t be made redundant, and your business still adds value, and the ecosystem creates value. 

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