Of what value chains is your Accelerator project part? How might you expand the existing ecosystem of your Accelerator? What parties from other value chains can you identify that may join, add value, complement, or potentially overtake your ecosystem?

1. VALUE CHAINS &
ECOSYSTEMS
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3. • What value chains isyour Accelerator project part of?
• How might you expand the existing ecosystem your Accelerator is part of?
• What parties fromother value chains can you identify that may join, add
value, complement, or potentially overtake your ecosystem?
EXERCISE

4. • Ecosystem services may be provided byindependent parties
• The overall scenario may not be under the control of anyparty
ENTERPRISE
ARCHITECTURE
OPEN
PLATFORMS
3.0
CUSTOMER
EXPERIENCE
JOURNEY
OPEN PLATFORMS & ECOCYSTEMS
GOVERNANCE

5. ECOSYSTEM
SPECIES

6. 6
Separate suppliers, delivering to competing producers,
who are delivering to separate customers
VALUE CHAINS (FOOD CHAINS)

7. 7
Symbiotic relationships between customers,
competitors, suppliersand other stakeholders.
SECTORS
(ECOSYSTEMS)

8. THE ECOSYSTEM IS SELF-DEVELOPED,
LIVING HOME OF VARIOUS CREATURES
DYNAMIC AND CO-
EVOLVING COMMUNITIES
OF DIVERSE ACTORS
THAT CREATE AND
CAPTURE NEW VALUE
THROUGH BOTH
COLLABORATION AND
COMPETITION

9. • Disruption and variability unravelling static structuresand favouring
adaptability and honouring optionality.
• Competition and transparency expelling inefficiency and driving
specialization and survival of fittest.
• Increasing rate of development (learning systems)bringing about
increasingly complex structures.
FACTORS DRIVING THE UPSURGE IN
ECOSYSTEMS

10. SPECIALISTS
Where not, could/should you buildoutsource tospecializedactors todelivera specificfunction?
ENTERPRISE NATURE
Smallenterprises that perform one specific function extremely well and allowa large
corporate tooutsource a particularfunction. As aresult, “virtualcompanies”
emerge, consistingentirely of specialists.
Dunnhumby provides CRManalyticsfor big
retailers,earning theirloyalty, anduncovering
new retailopportunities.
Cleanerfishremove dead skinand
ectoparasitesfrom otherfish, benefiting both
species.

11. COOPETITORS
Which direct competitorwouldyou liketocollaborate with?
Philips and Sony jointly set new industry-
standards when developing the first CD-player.
Also the open source movement is a form of
coopetition.
ENTERPRISE
NATURE
In the animal kingdom, different species sometimes
hunt together(e.g., coyotes & badgers) to form
unlikely but mutually beneficial partnerships.
Directcompetitorsworking together to share the costof development, set
standards, develop an new market, whilemaintainingtheir competitive offers in
the market.

12. CROSS FEEDERS
Which institution’ssuccesswould muchbenefit you, without you sellingtothem?
ENTERPRISE NATURE
“Wintel”, a partnership betweenMicrosoft
andIntel, toproduce micro-processors for
Windows PCs
Beespollinatingflowers enabling
fertilizationand reproduction of both
parties,and resultinginnuts and fruits.
Companies that pursuetheir owninterests and benefit from each others success. E.g.,
because one company’s product creates demand for the other company’s product. Or
twocompanies thatstimulateeach other togo toever higher levels of performance.

13. SYSTEM DEVELOPERS
Which initiativeswouldqualify,promote, cleanseyour sector?
Industry associations,
audit firms, guilds,and comparisonsites.
ENTERPRISE NATURE
Institutionsthatprovide marketinformation, quality audits, industrypromotion,
lobbying,standard setting, etc. – i.e., activities thatadvance the healthof a industry.
Bushfires allowcertainplantsto
reproduce andevolve.

14. INFOMEDIARIES
A special breed of systemdevelopers, infomediaries gather and linkinformationon
particular subjectson behalf of commercial organizationsand their potential customers.
It alsoworks tohelp them take control over informationgathered about them.
ENTERPRISE NATURE
What type of information would improve ecosystem functioning?
Skyscanneraggregates the most up-to-date
flight prices from different travelwebsites;
HumanRights Watchresearches andmonitors
human rights compliancearound the world.
Vervet monkeys have adistinct alarmcallfor
leopard predators; flockingbirds serve as
warning signforapproaching lions.

15. SYSTEM SERVICE PROVIDERS
Which serviceswouldempower sectorgrowth?
Think MailChimpoffers customersupport
services; HyperIslandoffers techeducation.
ENTERPRISE NATURE
Institutionsthatprovide resources and services thatempower the growthof asector,
e.g., educational institutions,technology providers, supportservice providers
(administration,logistics,consulting,etc.).
Soil nutrients, “circle of life”,
insects.

16. SECTOR SHAPERS
Identify the orchestrator inyour ecosystem.
What is your ecosystempositioning? Canand shouldyou assumeanorchestrating role?
Apple, Google, Microsoft, Salesforce,
Tesla,Nike
ENTERPRISE NATURE
HomoSapiens
Companies that attempttoshape an industry bytryingtodefine itsstructure,
incentives, rulesof conduct in order to develop the entiremarket (and itsown share in
it).

17. AGGREGATORS
Would your service be more valuable whencombined withothers?
Virgin, Amazon (thecompany)
ENTERPRISE NATURE
Companies that bundle productsor services (produced by others)to provide an
integrated service, a richvariety of choice or buyer assurance
Grasslands,the Amazon (the rainforest)

18. OPEN PLATFORMS
Where coulddemand andsupply meetinyour industry?
EXAMPLES NATURE
Market places, exchanges, catalogues, libraries, trade markets: opportunitiesfor
buyersand sellerstoconvene, connect, trade, compare and settle prices.
Ebay, Force.com,NY Stock Exchange Waterpools

19. INTERMEDIARIES
Where isyour industry off balance,inturmoil, confused, muddled– what opportunity does thisprovide?
EXAMPLE NATURE
.Companies that intermediate between buyersand sellers, either in distributionand
access (retailers)or indeal making and pricesetting(re-sellers, marketmakers,
brokers. These exploit marketinefficiencies and lower transactioncosts, so tend tobe
marginalizedinstable ecosystems asplayers “godirect”.
Scavengers, likevultures andrats, feedon
deadanimal andplant material.
Consultants,real estatebrokers

20. SECTORS
If you are ina sector,not anindustry, canyou articulateyour systemcontribution?
ENTERPRISE NATURE
Industries thatconsist of arichvariety of players,cooperating, competing, servicing
each other in asystem instead ofa chain.
Coral reefs bring together innumerable
amounts of species forco-existenceand
evolution.
The complexityof medicaldevices
forces/incentivizes the healthcare sectortojointly
produce innovative products.

21. CLUSTERS
EXAMPLES NATURE
Clustersare sub-groupsof actorsoperating ina particularsector thatwork together
withuniversities and publicsector togrowtheir sector and promote itsinterests(e.g.,
throughpublicfinancing, favourable treatments).
How might you group withcross-sectoractorstojointly promote your interests?
Frenchdefense industry Sea gullscirclingaround fisher’s boats to
get accesstofish.

22. GEOGRAPHIC HUBS
EXAMPLES NATURE
Geographic areas, e.g., a city or a district,typicallywitha leading educational
institutionand aleading corporate inthe middle thatconcentrate on research and
development in aparticular industry and include specialistfirms,start-ups,
conferences, venture capital.
Canyou identify geographic hub(s)that willhelp you gainenhanced accesstoresources,
knowledge and expertise?
Anting, Shanghai’s carindustry hub Savannah

23. ADAPTORS
How does your offering adapt withchanging needs of our customers overtime?
EXAMPLE NATURE
Rather than offering a staticproduct or service, businesses are offering value that
evolves withchanging conditions and needs over time.
Hibernation: chipmunks andbears going
intoa a deepsleepduring
wintertime.
Zara business model isdesigned around rapid
marketadaptation, chasinglatesttrends by
creatingshort turn-over cycles(from initial
design tosales).

24. COMMUNITIES
EXAMPLE ANIMAL KINGDOM
Is your enterprise part of acommunity?
Groupsof consumers, producers or suppliersthat combine efforts toprotect or
further their interests.
Herds, i.e.,large groups of animalsthat
live andmove together for joint survival.
Buyergroups, cooperatives.

25. • What kind ofactor/species are you? What isyour ecosystem positioning?
• Usingthese levers, map the different actors that make upthe your
ecosystem.
EXERCISE

26. PRIVILEGED
PARTNERSHIS
SPANNING ECOSYSTEM BOUNDARIES BY
FORGING PARTNERSHIPS WITH
STAKEHOLDERS

27. BRIEF
• Identify and find apartner you’d like to collaborate with for your
Accelerator.
• In pairs oftwo, “date, engage, marry” (apply“immediate actions”).

28. 28
THNK
INNOVATION
FLOW EXPLORE AND FORGE “PRIVILEGED
PARTNERSHIPS” WITH STAKEHOLDERS
WEST SIDE STORY

29. 29
WEST SIDE STORY
WHEN NEEDED RATIONALE
Explores new opportunities for collaboration offeredby
modern business ecosystems astraditional industry
boundaries dissolve.
Provides a strategy toforge long-term partnerships with
other ecosystemstakeholders, building capacity,new
capability andcreatemore value for all.
Createsdirection, alignment andcommitment among
stakeholders beyond purely transactional exchanges.
I needa strategy to
guide stakeholder
collaboration to
success
I wantto explore
possible
partnerships with
other ecosystem
partners

30. 30
WEST SIDE STORY
ESSENCE POINTERS
Identify apreferred partner (e.g., ashareholder, competitor, customer,
cross-sector actor fromthe private/public/non-for-profit sphere) you
would like to establish aprivileged partnership relationship with.
DATE –“What am Iand who areyou?” Whatmakes each of you unique
and distinctive? In the dating phase, each party states its core identity and
explores the partner’s identity to understand potential fit .
ENGAGE–“What do we have in common? Whatcan we do together?”
Think about what brings you together, expanding boundaries to find
similarities and common ground. Through engagement, you can start
acting together on acause of common interest.
MARRY –“What do we want to build together?”. Contributing your
unique skillsets and common purpose, think about what you would like
to pursue and create through joint exploration, co-creation, and co-
evolution in away that drives joint and continued prosperity and
eventually leads to a new and different joint identity.
Explore and forge
“privileged
partnerships” with
stakeholders.

31. 31
WEST SIDE STORY
DATING MARRYING
IMMEDIATE ACTIONS
ENGAGING
1. DEFINE OWN BOUNDARIES
FOR SAFETY
• List own values, purpose,
objectives, strong points, gaps.
Focus on what isunique.
• State preferred rules of
engagement withpartner.
2. UNDERSTAND OTHER’S
BOUNDARIES FOR RESPECT
• Step in shoes of thepartner,read
their values, etc. andadd afew that
seem missing,yet consistent with
their identity.
• Circle the ones that seem most at
their core;clarifyand discuss
these with partnerand amend
where needed.
3. SUSPEND BOUNDARIES
FOR MUTUAL TRUST
• Jointly identify values, purpose,
objectives that both parties have
in common.
• Jointly identify informal, personal
similarities andconnections (e.g.
mutual friends).
4. EXPAND BOUNDARIES FOR
SHARED OWNERSHIP
• Jointly identify acause emerging
from sharedvalues, objectives, etc.
that both parties can identifywith
and undertake collective action
towards.
• Set a stretch goalfor this joint
undertaking.
5. OVERLAY BOUNDARIES FOR
INTERDEPENDENCE
• Identify a series of small-scale
projects that can only be carried out
when pooling complementary
resources drawn fromboth
partners, where successis afunction
of each partner contributing
something special.
6. CROSS-OVER BOUNDARIES
FOR NEW IDENTITIES
• Jointly dream about a new future
that is beyond thecurrent horizon
of objectives,and that can only be
reached througha fully integrated
identity, whereboth parties have
to submerge into a new entity.

32. 32
WEST SIDE STORY
DATING MARRYING
ADDITIONAL ACTIVITIES
ENGAGING
1. DEFINE OWN BOUNDARIES
FOR SAFETY
• Create a safespacefor the groupand
individualteammembers.Internally,
decide onyour decision-maker,
collaboration preferences, corevalues
and objectives.
2. UNDERSTAND OTHER’S
BOUNDARIES FOR RESPECT
• Invite other groups to joinyour team
meeting and vice versa. Shareideas
and unique perspectives. In doing so,
youlook across boundaries between
the two parties, but keepthem intact.
• Facilitate the exchangeofinformation
and viewpoints acrossboundaries.
Invite groups members to share
insights andlearning.
3. SUSPEND BOUNDARIES FOR
TRUST
• Create a neutralspace that is neither
mine nor yours for individuals from
both parties to come together, take
owndershipandallow groupmembers
to interact asindividuals.
• Organize events and opportunities to
create further connection andtrust;
create a fixedmeeting rhythm.
4. EXPAND BOUNDARIES FOR
SHARED OWNERSHIP
• Decide on joint rules ofengagement.
How willyoumake sure both parties
are heardandhonored? How do you
hold each otheraccountable to
agreements, and sharedgoals?
• Move outside your smaller group
boundary into a new, largerboundary
that is sharedby allinvolved. Create a
joint sense of community;sharework.
5. OVERLAP BOUNDARIES FOR
INTERDEPENDENCE
• Establish cross-functionalteams, and
carry out simple, small-scale projects
for cross-boundary groups to gain
experience at low risk.
• Cast the creativeclashto uncovernew
opportunities and solutions: challenge
openly, debate furiously, then
(reconcile conflict)andact asone.
6. CROSS-OVER BOUNDARIES
FOR NEW IDENTITIES
• As a new and joint entity,re-imagine
what is and what could be – explore
alternative futures and emergent
possibilities to determine long-term
direction.How mightyoumarshal
wide-rangingexpertiseto unearthnew
opportunities and ideas?

33. ECOSYSTEM POSITIONING
• What kindof actor(s) / ”species” are you? What is your ecosystem positioning?
• Using these levers, visually map thedifferent actors that make up your ecosystem.
1. SPECIALISTS
Small enterprises that performonespecific functionextremely well andallowa largecorporate to outsource aparticularfunction
2. COOPETITORS
Direct competitors working together to share the costof development,setstandards,developannewmarket,while maintainingtheir competitiveoffers inthemarket.
3. CROSS FEEDERS
Companies that pursue their owninterests andbenefitfrom each other’s success. E.g.,because one company’s productcreates demandfor theother company’s product.
5. INFOMEDIARIES
A special breed ofsystem developers,infomediaries gather andlink informationonparticular subjects onbehalf ofcommercialorganizations andtheir potential customers.
6. SYSTEM SERVICE PROVIDERS
Institutions thatprovideresources and services thatempower the growthof asector,e.g.,educationalinstitutions, technology providers,supportserviceproviders (administration,logitistics,
consulting).
7. SECTOR SHAPERS
Companies that attempttoshape anindustrybytryingtodefineits structure,incentives,rules of conductinorder todevelopthe entire market(andits own share init).
4. SYSTEM DEVELOPERS
Institutions thatprovidemarketinformation,qualityaudits,industry promotion,lobbying, standardsetting,etc.– i.e.,activities thatadvance thehealth of anindustry.

34. 34
9. OPEN PLATFORMS
Market places, exchanges,catalogues, libraries,trade markets: opportunities for buyers andsellers toconvene,connect,trade,compareandsettle prices.
10. INTERMEDIARIES
Companies that intermediatebetweenbuyers andsellers, either indistribution andaccess (retailers) orin deal making and price setting(re-sellers, marketmakers, brokers).They exploitmarket
inefficiencies and lower transactioncosts,so tedtobemarginalizedin stable ecosystems asplayers “godirect”.
11. SECTORS
Industries that consist of arich varietyof players, cooperating,competing,and servicing eachother ina systeminsteadof a chain.
13. GEOGRAPHIC HUBS
Geographic areas (cities,districts), typically witha leadingeducationalinstitutionanda leading corporatethatconcentrateonR&Din aparticular industryandincludespecialist firms, startups,
conferences, andventurecapital.
14. ADAPTORS
Rather than offering astaticproductor service, business are offering value thatevolves withchangingconditions and changes over time.
15. COMMUNITIES
Groups of consumers,producers,or suppliers thatcombineefforts toprotectorfurther their interests.
12. CLUSTERS
Sub-groups of actors operating inaparticularsector thatwork together withuniversities andthe public secor togrowtheir sector andpromoteits interests (e.g., throughpublicfinancing,favourable
treatments).
8. AGGREGATORS
Companies that bundleproducts or services (produced by others) toprovideanintegratedservicea richvariety of choice of buyer assurance.