Tremendous value lies in how organizations leverage ecosystems to deliver outcomes and solutions through platforms. Some pioneering communications, media and technology companies are already evaluating how they can participate in existing ecosystems. A few are even pursuing more valuable ecosystem leadership roles. The good news is that companies don't need to build platforms to compete in the platform economy. But they must begin to stake their claim now with three key actions, or risk being marginalized. Learn how organizations can seize ecosystem opportunities at www.accenture.com/RoleInEcosystem

1. YOUR
ROLE
ECOSYSTEM
IN
THE

2. Companies across all industries want a piece
of the platform revolution. Some 300 platforms
already exist and the development of others is
rapidly accelerating.
Yet only 10% of platforms are likely to succeed.
How do you become one of them?
PLATFORMS ARE DRIVING
THE DIGITAL ECONOMY AND
ACCELERATING TRANSFORMATION
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3. Companies that invest solely
in building platforms may be
competing in a race to the bottom.
The greatest value lies in
how organizations leverage
ecosystems to deliver outcomes
and solutions in the platform
economy.
PLATFORM OWNERSHIP
IS NOT THE ONLY PATH
TO GROWTH AND PROFITABILITY
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4. THE KEY LIES IN UNDERSTANDING
EVOLVING BUSINESS MODELS
A shift is taking place to ecosystem business models, which
enable the creation of scalable digital platforms that underpin
end-to-end solutions and services, and drive collaboration and
value across a network of ecosystem partners.
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5. KEY ELEMENTS OF
ECOSYSTEM BUSINESS MODELS
PLATFORM ECOSYSTEMS
form around functional,
technical or vertical
capabilities and provide
the supply side of the
business model.
OFFERING ECOSYSTEMS
form around a robust
digital platform to create
innovative solutions
and services for end
consumers. These generate
the demand within the
business model.
ECOSYSTEM SERVICES
align multiple players to
common objectives and
enhance capabilities to
deliver extended value
propositions and superior
customer experiences.
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6. ROLE PLAY:
PARTICIPANTS PARTICIPATE
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Companies can reap the benefits
of existing platforms and offer
their services and solutions
as part of larger ecosystems.
They deliver value by making
platforms more resilient
and robust.
EXAMPLE
Level 3 and Cogent provide “middleman
networks” known as “transits” to help Netflix
extend its ecosystem by enabling the media giant
to pipe video from its platform into new markets.

7. Companies that want to implement and manage an ecosystem
of their own must decide where to place their competitive bets
and determine what type of leader they want to be.
ROLE PLAY:
LEADERS LEAD
THE AGGREGATOR THE INNOVATOR THE ORCHESTRATOR
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8. Creates transactional
marketplaces that connect
supply and demand.
Their platforms offer
frictionless exchange of value
between customers and
suppliers.
EXAMPLE eBay
THE AGGREGATOR
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9. Creates platform environments
that enable the development
of new solutions.
Innovators enable and encourage
third-party developers to create
the services and solutions
customers want or need.
EXAMPLE Apple
THE INNOVATOR
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10. Creates platforms that
drive exceptional customer
experiences.
Collaborates with partners to
co-create and integrate a set of
services that address business
issues and deliver valuable
outcomes.
EXAMPLE Philips Healthcare
THE ORCHESTRATOR
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11. Copyright © 2017 Accenture. All rights reserved. 11
ALL PLAYERS NEED
TO DETERMINE
WHETHER THEY WILL
LEAD OR PARTICIPATE
IN EACH ECOSYSTEM
OPPORTUNITY THEY
ARE CONSIDERING.
DEFINE
YOUR
ROLE

12. Copyright © 2017 Accenture. All rights reserved. 12
KEEP YOUR
EYES ON
THE PRIZE
OPPORTUNITIES
FOR ECOSYSTEM
LEADERS AND
PARTICIPANTS
DIFFER. MOVE UP
THE CONTINUUM
AS FAR AND
AS QUICKLY
AS POSSIBLE.

13. GO
VERTICAL
OR GO
HOME
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TO CAPTURE THE
NEXT WAVE OF
VALUE CREATION,
IDENTIFY
INDUSTRY-
SPECIFIC
OPPORTUNITIES.
TEAM WITH THE
RIGHT PARTNERS
TO DELIVER
TARGETED
SOLUTONS.

14. BE
UNBEAT
ABLE
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Communications, media and
technology companies that
have pivoted their focus from
platforms to ecosystems—
and defined the ecosystem
role they will play—
are standing apart.
Those who fail to recognize
the power of ecosystem
business models are
setting themselves up
for marginalization.
There’s not a moment
to waste.

15. Read our full report:
Your role in the ecosystem
Copyright © 2017 Accenture. All rights reserved. 15
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