Hierarchy of Ecosystem Needs | Paul4innovating Innovation Views

The Dynamic Ecosystem lies at the core of the Interconnected Business Ecosystem Model

The Concept for a Dynamic Ecosystem as the Core to the Interconnected Business Ecosystem framework has been a slower realization than I had initially recognized.

In some ways this is the most important post, to date, on the extending out of the Interconnected Business Ecosystem framework. I wrote a post explaining out the shifts that have been taking place in this evolutionary process but I fell into the trap of keeping this as a linear sequence process and it simply is not.

It is the dynamics within the system that brings Dynamic Ecosystems into the core, representing its “nerve center” in an environment that is constantly pulsating, ever-changing, that feeds and reacts to the surrounding Ecosystem layers of Innovation, Entrepreneurial/Start-up, Business and Enterprise Ecosystems.

Lets build this explanation further on why Dynamic Ecosystems are so important and central to this Ecosystem approach.

Great weeks come from my significant advances in Business Ecosystem thinking and design.

Defining and building Interconnected Business Ecosystems

This past week was a highly satisfying one. Besides different advisory, consulting, and mentoring activities, this was a week when I felt I had made some significant advances in my Interconnected Business Ecosystem Framework.

It is nicely taking shape, with many parts fleshed out and described. I completed four critical investigation parts and published them on my ecosystems4innovating.com posting site.

The Interconnected Business Ecosystem framework is pioneering in its approach, which aims to help organizations navigate the complexities of today’s business landscape through this interconnected, collaborative ecosystem approach.

The core is establishing an innovative collaboration foundation to reach dynamic collaborations across a diverse ecosystem of partners that unlocks collective prosperity.

The framework looks to 1) tap into collective intelligence, 2) accelerate innovation by cross-pollination, 3) enhance resilience and agility, 4) deliver superior customer experience, and 5) optimize resource utilization across the parties sharing in this interconnected ecosystem.

Pitching of the Interconnected Business Ecosystem Framework

The Interconnected Business Ecosystem driving impact and increased value.

I am working to validate and expand on the value proposition of the Interconnected Business Ecosystem Framework and have tried to create, hopefully, a compelling pitch that will bring others on board to advance this initiative. I have published this pitch on both of my primary sites, discussing innovation, business, and ecosystems, as they both provide a combination effect for understanding this framework.

I initially called this “the hierarchy of business ecosystem needs,” which built out an interconnected framework of business ecosystems that give organizations a real alternative to how they operate today and in the future.

I provided a comprehensive series of outline papers as the introduction phase earlier this year, which provided the concepts forming a cohesive outline structure of how organizations should think through the future. Also, I provided an earlier view on my paul4innovating.com posting site of “pitching business ecosystems opens up the possibility of real change.”

We need to really open our thinking towards collaborative ecosystems. This is one of openly collaborating and co-creating in different Ecosystem structures and designs to provide a greater diversity of opinions, knowledge, and resources.

This “pooling or network effect” forms around more complex challenges to tackle, thus giving a more sustaining and hopefully greater value in solutions to the needs of their customers, markets, or areas of need.

I have recognized this needed rebranding- hierarchy has some negative connotations.

I have now entitled this The Interconnected Business Ecosystem Framework as it reflects the essence of what I believe this framework provides

Returning to the Hierarchy of Business Ecosystems

Building out the Hierarchy of Business Ecosystems

In January of this year, I introduced the thinking behind “the Hierarchy of Business Ecosystem needs.” This framework was outlined initially in a series of seven posts on my dedicated ecosystem posting site.

On this posting site here, I provided numerous supporting posts in “given” areas of Business Ecosystems that covered some areas I felt were important explainers. This filled a number of critical gaps in building a more comprehensive understanding of Business Ecosystems in their different parts for providing a “fitting” context.

If you go to the “Explore My Insights and Thinking” tag shown above, you will see there are two files you can download that provide all of these posts in a PDF format.

In all, I think I wrote 20-plus posts during the weeks that followed with a final post of “Why are we navigating to the New: A summary of the Hierarchy of Business Ecosystem needs” By just reading this, you can pick up on a reasonable understanding of what I was suggesting.

My conclusions from that final post was

“The Hierarchy of Business Ecosystem Needs presents a holistic approach to navigating the complexities of the modern business landscape. It emphasizes collaborative ecosystems as the key to unlocking untapped potential, driving sustained growth, and achieving collective prosperity.

Pitching Business Ecosystems opens up the possibility of real change.

Designing the Business Ecosystem Approach

I have been looking at different ways to pitch Business Ecosystems recently for some evolving and hopefully sustaining work.

You can “pitch” to clients in several different ways. Some know their problems, while others don’t recognize them until they are prompted or confronted. If you have a tried and tested way to solve problems, you can become a little blocked from considering something that looks on the surface as radically different, but underneath might be the pathway (to salvation) for new sustaining solutions.

Pitching business ecosystems has to gain attention and be seen as a (radically) different way to tackle growing complex and challenging business problems. The problem for many is that it does “confront” them in considering the multiple layers of what this might mean regarding changes in mindset, organization thinking, and design, rethinking trust by opening up to others outside your existing network and adapting to a new way of design and thinking.

I will tackle different approaches over several posts, but first, let’s look at organizational strategies and the distinct advantages Business Ecosystems can have compared to the more traditional ways of tackling challenges today.

Should we step into the realm of Business Ecosystem Collaborations?

Exploring Complexities of Business Ecosystem Collaborations

Why should “we” step into the realm of ecosystem collaborations? What does one organization give away and has to overcome in constraints and organizational barriers that form part of those lingering concerns regarding embracing Business Ecosystems?

The question always starts with “do I not give away more than I have as an individual entity?” What would make this attractive is overcoming many of the unknowns. It is hard to know the cost/return/risks and value when you begin this journey. Do you give away intellectual property or gain more from collaborations?

Still, you have to contain the change and disruption by recognizing these unknowns are offset by the many immeasurable benefits that arise as you explore and exploit the collaborative benefits and scope and scale potentials.

“Would it make my organization a market challenger, provide first mover advantage? How would I contain the step process, and how would I see this taking shape?”

You do need to provide a compelling case that addresses these concerns.

I offer here many distinct aspects and strategic advantages. Collaborations are challenging but exciting and potentially rewarding, but they radically differ in how you conduct business. They are complex.

Business ecosystems give strategic advantages that offer levels of uniqueness and competitive advantage and can fulfil customer needs far more than “stand-alone” solutions.

Business Collaborations are needed more today due to growing complexities and challenges requiring a radically different unlocking method. The validation for such a radical change in operating this requires working through systematically. Let’s offer some of these here.

Examples of Businesses navigating complexity by fostering Ecosystems.

Several business organizations have committed to navigating complexity, fostering dynamism and originality in approaching innovation and business ecosystems.

These have been addressing and adapting to these rapidly evolving changes by quickly spotting and seizing the potential of exploring new ways to undergo business.

We all recognise that markets are changing, complexity is growing, and challenges are more formidable to manage without extended help. This requires all businesses to face rapidly changing business environments to design their response rates and abilities to react differently. How radical will this be?

It is the connecting up of opportunities with the ability to design the solution in highly exploratory and exploitative ways of learning that begin to break down complexity and see new ways to evolve. This is where Ecosystems in thinking and design come in.

By reacting and exploring, searching for change and competitive advantage, each company below has explored through technology and partnerships opportunities that build upon their Ecosystem’s unique strengths.

New Business Designs can be delivered through a Business Ecosystem Approach.

New Business Design- Empower Your Business Ecosystem.

When looking at radically different thinking and design in business, where Ecosystems become central, you need to ask yourself what industries would benefit from such an alternative design and thinking due to the changing complexities and challenges they are facing.

Are these pressures in their known and emerging markets posing future threats for businesses and whole market sectors?

Markets today are radically changing and are more demanding. The growing need to face growing complexity and challenges constantly unsettles the normal.

The value of opening up and embracing Ecosystems in design and thinking is that you can attract diverse expertise and knowledge into fresh partnerships and collaborations that can piece together radically different value propositions and shift competitors’ positioning.

I decided this posting site to be the principal supporting site for building different insights and understandings of Ecosystems. The main framework around the Hierarchy of Business Ecosystems Needs is over on www.ecosystems4innovating.com; in a series of detailed posts on each layer of the Ecosystem construct, take a look at each part in explanations of why each Ecosystem is interconnected and feeds the others.

On this site, I have been exploring issues associated with building Ecosystems, each valuable to read, such as collective learning, resistance, values of interconnected layers, barriers, a blueprint and a base post of “Why Ecosystems” and illustrating where and how ecosystems think and design are emerging.

Scroll down the home page or enter the topic in the search box to find these ready to read on this posting site. They provide a sound basis for considering Ecosystems by working through the views offered.

In this post, I provide different industries’ challenges that lend themselves to Ecosystem thinking and Design.

Collective Learning needs to be applied to the Hierarchy of Business Ecosystems.

Paradigm shifts come from collective learning within a Business to build different Ecosystems.

How can we realize the power of ecosystem thinking and design and its growing value to enterprises? This will come through collective learning, exchanging and exploring a diversity of opinions and experiences. Achieving alternative perspectives enables a level of discovery that enables innovation

it is the need to embrace new organizational design that Ecosystem thinking needs to be considered for building a different approach to the new business needs based on the recognition that the way we approach management in markets is going through radical change.

Today, we face fast-changing markets, constant change and growing complexity; customers are opening up to different and diverse experiences, and it is learning and gaining new understanding and knowledge that will give us the more significant potential to expand and build out new value and growth opportunities.

Ecosystem thinking and design require continuous collective learning. We require different conversations.

By Breaking Down Resistance to Business Ecosystems, we embrace them.

Resistance to Business Ecosystems does need to be broken down and addressed to realize the power of Ecosystem thinking and design and its growing value to Enterprises.

So why are we not doing this today?

Adopting any business ecosystem-centric approach involves a significant shift in mindset, culture, and organizational structures.

While some forward-thinking organizations have embraced aspects of ecosystem thinking, there are several challenges and barriers that hinder widespread adoption.

In the suggested Hierarchy of Business Ecosystems, recognizing the value of an interconnected series of (dedicated) Ecosystems that build out innovation, business, dynamic flexibility, and connected enterprise layers does need to address the natural instincts to resist the adoption of business ecosystems in the fear of sharing what we know, against what we often don’t know as it is outside our restricted view.

The question is whether we need to recognise the opposite; it is the need to embrace building a different approach to the new business needs of fast-changing markets, constant change and growing complexity and opening up to different and diverse experience and knowledge gives us the greater potential to expand and build out new potential opportunities.