Orquestradores de ecossistemas

E se em vez de tentar controlar tudo se arquitectar um ecossistema?

"Orchestrators [Moi ici: Aquilo a que chamo há milhares de anos de "arquitectos de paisagens competitivas"] need to be willing to experiment with new ways of doing things. Consider this example: Lowe’s Companies Inc., a home improvement retail chain based in North Wilkesboro, North Carolina, wanted to explore opportunities in the emerging 3-D printing and additive-manufacturing business. So, it reached out to a range of potential partners already in that market, including a developer of 3-D designs, a provider of high-volume distributed 3-D printing, an industrial 3-D printing company, a design agency, and a sensor manufacturer. Kyle Nel, founder of Lowe’s Innovation Labs, described this part of the process as putting out “bat signals,” in hopes that the right set of partners would come together. Management recognized that moving away from the company’s established retail business and into a new market would be challenging and require a new business model — one flexible enough to enable customers to design things they could print from stores. The partners Lowe’s recruited to the new ecosystem brought not only the capabilities necessary to enable the new business venture, but also key insights about how to attract customers to the offering. To promote the new capability, Lowe’s designed a media campaign and released a series of videos, which in turn have attracted some additional new partners.
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adaptive ecosystems perform best when made up of partners from outside one another’s traditional ecosystems. Having uncommon partners helps the company at the center explore unfamiliar terrain.
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Companies with experience in adaptive ecosystems are finding that, by definition, collaborations don’t follow a set pattern.
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Centralized and adaptive ecosystems have one important thing in common: Orchestrators provide the “glue” that gives the ecosystem its infrastructure and holds it in place.
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But adaptive ecosystems give companies opportunities to develop new forms of glue that connect multiple partners to one another and become the ecosystem’s distinctive source of value.
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Ecosystems need to align with an industry’s life cycle. Adaptive ecosystems are best suited to emerging industries where there are significant uncertainties and the broader environment is not yet well-defined. Centralized ecosystems work for mature industries and stable contexts. Over time, a company’s ecosystem strategy will evolve: As industries that were once unsettled begin to mature and the value-creation patterns become more established, companies may move toward favoring centralized management over adaptive models. How this pattern plays out will vary from ecosystem to ecosystem."

Trechos retirados de "Building the Right Ecosystem for Innovation"