Business Ecosystems

New Years bring new beginnings along with them. NOW is the right time to start thinking about transforming your business model to include Digital Platforms and Ecosystems. Technologies and market players exist to enable organisations to commence their transformation. The shift though requires some boldness and urgency too as often, a close look at legacy and traditional business models can be so daunting to the point of discouraging the transition. Numerous case studies exist from leading academic institutions and publications on how new entrants adopting Digital Platform and Ecosystem business models have disrupted markets and often shifted them. The transformation starts with the Board of Directors or Trustees making a bold decision, followed C-Level buy-in and execution. Resources are often required to support the transformation in the form of Funding, Technology, People and Partnerships. Changes in organisational culture are required upfront in order to adopt Digital Platforms and Ecosystems business models. To enable the cultural shifts, organisations ought to implement deliberate change management interventions to take their teams and customers along with. If your organisation has not yet made the decision towards adopting Digital Platforms and Ecosystems, it is worthwhile to make this a priority and create a programme to drive the realisation of this. Digital Platforms and Ecosystems enable organisations to access new markets, reach new customers segments, increase share of wallet in existing customer segments and engage with customers belonging to other organisations and communities as well. Impact Orchestrator works with organisations to assist them in starting their journey.

Organisations are often faced with different contexts, circumstances, constraints, challenges, opportunities and trade-offs. As a result, the case and justification of and for Digital Platforms and Ecosystems differs across organisations. Organisations should develop business cases that advocate for the business transformation to adopting business models. The business cases can be kept very simple, with logic being sufficient as a baseline to justify organisation change. When crafting the business cases, the critical pillars for include the following: Impact Orchestrator works with organisations to develop their business cases.

The emergence of Digital Platforms and Ecosystems provides organisations with an opportunity to transform and reposition their businesses in order to create and capture value. Digital Transformation is challenging the continued validity of traditional business models and as a result, challenging the competitive positioning and advantages of traditional business models. Organisations have an opportunity to shift their business models to leverage the emergence of Digital Platforms and Ecosystems to adopt and adapt these to their markets. Organisational readiness is imperative across the dimensions and disciplines of: Business Transformation programmes supported by Change Management initiatives are therefore required for organisations to remain market-fit, withstand competition and achieve growth and return on investment. Impact Orchestrator works with organisations to achieve this transformation.