Ecossistemas e proposta de valor

Outro artigo interessante sobre ecossistemas e a capacidade das empresas moldarem o mercado em que actuam, "Ecosystem as Structure: An Actionable Construct for Strategy" de Ron Adner, publicado por Journal of Management em Novembro de 2016.

"starting with a clear definition of “ecosystem”—the alignment structure of the multilateral set of partners that need to interact in order for a focal value proposition to materialize
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The term “ecosystem” has itself grown to encompass an ecology of meanings. A helpful distinction can be made between two general views: (a) ecosystem-as-affiliation, which sees ecosystems as communities of associated actors defined by their networks and platform affiliations; and (b) ecosystem-as-structure, which views ecosystems as configurations of activity defined by a value proposition.
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Originating as a biological metaphor, the notion of a business ecosystem highlighted the need for strategy to extend its consideration beyond rivals competing within industry boundaries.
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Ecosystem as Affiliation
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Iansiti and Levien (2004) define business networks as ecosystems, organized around a keystone species, and “characterized by a large number of loosely interconnected participants who depend on each other for their mutual effectiveness and survival.”
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This perspective, which I call ecosystem-as-affiliation, places emphasis on the breakdown of traditional industry boundaries, the rise of interdependence, and the potential for symbiotic relationships in productive ecosystems. It focuses on questions of access and openness, highlighting measures such as number of partners, network density, and actors’ centrality in larger networks.
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Ecosystem as Structure
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starts with a value proposition and seeks to identify the set of actors that need to interact in order for the proposition to come about. [Moi ici: Mais uma vez, não há um caminho único. Cada empresa terá o caminho mais adequado. Por exemplo, no caso relatado neste vídeo partiu-se da proposta de valor]
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I offer the following definition of an ecosystem and consider its implications:
The ecosystem is defined by the alignment structure of the multilateral set of partners that need to interact in order for a focal value proposition to materialize.
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1. “Alignment structure.” Members of an ecosystem have defined positions and activity flows among them. Alignment is the extent to which there is mutual agreement among the members regarding these positions and flows. Different actors may have different end states and end goals in mind.
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2. “Multilateral.” An ecosystem is inherently multilateral. This means not only a multiplicity of partners, but also a set of relationships that are not decomposable to an aggregation of bilateral interactions.
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3. “Set of partners.” Being a set, membership is defined (i.e., it is not open-ended). Different actors may have different plans and perceptions regarding the composition of the set. Thus, defined does not mean complete, unvarying, or uncontested; rather, it means that the participating actors in the system have a joint value creation effort as a general goal. The goal may or may not be ultimately achieved. The defining attribute of partners is that they are actors on whose participation the value proposition depends, regardless of whether or not they have direct links to the focal firm.
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4. “For a focal value proposition to materialize.” Inherent in this definition is an argument that the productive level of analysis for ecosystems in strategy is the value proposition and that the concern is with bringing about the activities required for its instantiation. Focusing on the value proposition—the promised benefit that the target of the effort is to receive, as opposed to what a firm is to deliver—expands the analysis in a natural way to explicitly incorporate partners. Focusing on materialization raises the requirement that partners reach a threshold level of coordination."

Continua.