Multiproduct ecosystems bring together two or more products or services, created by multiple providers, to form a unified value proposition for the customer. This article shares some pointers on how best to leverage ecosystems and avoid making bad decisions. We’re now beginning to see that top companies take a portfolio approach to ecosystems-that is, they mix and match their participation depending on the role that best fits their corporate strategy. Much as firms have corporate and merger-and-acquisition strategies, so should they have a clear strategic vision of why, where, and how they should engage in business ecosystems.
To do this, firms must also be clear on why they want to engage with ecosystems. They can get more from the ecosystems they lead-or, more often than not, join-by reexamining the basics of what they want and being more rigorous about upfront choices on how and where to play. In their blithe expectation that everyone will flock to their solutions, they confuse ecosystems with egosystems.Ĭompanies need a better understanding of how ecosystems can further their strategic ambitions. Or they focus on building a solution that is feasible but not desirable to either customers or partners. Too often, they assume they should be in the driver’s seat as an ecosystem orchestrator but underestimate the time and resources needed to manage their partners. Lacking experience, they often make poor decisions about which role they should play. Yet despite all the justified excitement over ecosystems, many companies are still feeling their way around an ecosystem strategy.
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