Acheson, James, 24
Agglomeration, 25
Alexa, 126
Alibaba: ecosystem expansion, 79–80, 99–100; encouraging inflows of new knowledge, 122; entry barriers, 73–74; foundation customer recruitment, 66; honey pot strategy, 72; innovation, fostering of, 36; joint learning in, 31, 32; monetization, 144, 145, 146–147, 147–148; new ecosystem development, 28, 180–181; partner development, 94–96, 178; partner evaluation, 84; partner interactions, 35, 57; partner roles in, 18, 64; penalizing bad behavior, 114–115; performance measures, 167; power of ecosystem edge, 5–12; proprietary versus shared learning, 132; protecting partners’ turf, 91–92; road map, communication about, 70–71; trust, building of, 111; value creation, 55, 136
Alipay.com, 5, 9, 72, 84, 100, 181
Aliyun.com, 5
Amazon.com Inc., 5; encouraging inflows of new knowledge, 122; encouraging learning between partners, 126; keystone role, 141; monetization, 142–143, 144, 146; new ecosystem development, 179; partner attraction, 177–178; sharing ecosystem learning, 128; supply chain coordination, 174–175; trust, building of, 110; value creation, 53–54, 136
Amazon Echo-Alexa platform, 126
Amazon Elastic Compute Cloud (Amazon EC2), 78–79
Amazon Simple Storage Service (Amazon S3), 79
Amazon Web Services (AWS), 22; barriers to entry, 84–85; ecosystem architecture, 85–90, 89–90; ecosystem expansion, 79–81; encouraging learning between partners, 124; growth and scale-up, 78–79; monetization, 146; new ecosystem development, 179; partner development, 83–84, 93–94; Partner Network (APN), 12, 80–81, 85–90, 110–111; proprietary versus shared learning, 130; sharing ecosystem learning, 128; trust, building of, 110–111; value proposition for partners, 81–83
Android, 166
Ant Financial Services Group, 5, 66, 67, 72, 75, 144; entry barriers, 73–74
Ant Fortune, 66
Apple, 2, 135; App Store, 38, 54, 92, 113, 142, 146; ecosystem leadership, 50, 51; governance standards, 113; iPad, 38, 148; keystone role, 141–142; monetization, 146; partner investment, stimulation of, 92; product bundles, 38; trust, building of, 110; value creation, 54
Application Program Interfaces (APIs): Amazon, 126; The Guardian, 104, 120; partner interfaces, 104, 114; Thomson Reuters, 62
App Studio, 62
Architecture of ecosystem, 85–90; ARM example, innovation, 123; data and knowledge exchange, 125
ARM, 15–17, 18; ecosystem architecture, 28, 32, 35, 54, 75, 87–88, 89; encouraging inflows of new knowledge, 121; encouraging learning between partners, 127; entry barriers, 74; flexibility of, 33; foundation customers, 64–66, 67; innovation, leader role in, 123; keystone partners, 137–138, 141; knowledge exchange, 106–108; monetization, 142, 145–146, 148; new ecosystem development, 63–64, 179, 181; partner contracts, 103; partner interfaces, 162–163; partner meetings, 55–56; platform economies and, 41; proprietary versus shared learning, 130; protecting partners’ turf, 91–92; sharing ecosystem learning, 129; value creation, 53, 136–137; value discovery process, 49–50
ARM7, 65
Artificial intelligence (AI), 3; autonomous vehicles and, 42
AST Research, 135
AthenaCollector, 51
athenahealth Inc., 50–52; attracting diverse partners, 56; encouraging learning between partners, 126; governance standards, 113–114; innovation, leader role in, 122; monetization, 137, 146
Atlas Copco, 45
Auto industry: autonomous vehicles, 42; car sharing, impact of, 2, 29; supply chain networks, 35; technological disruption in, 1–2, 30, 42
Autolib, 44
Autonomic, 60
Autonomous vehicles, 2, 30, 42, 59–60
AWS Partner Network (APN), 80–81; ecosystem architecture, 85–90; encouraging learning between partners, 12; trust, building of, 110–111
Baker, Tim, 109
Barney, Jay, 137
Barriers to entry, 73–74, 84–85
Bell, Emily, 119
Benetton, 23
Bezos, Jeff, 53–54, 78, 85, 152
BHP Billiton, 45
Biotechnology industry, 35
Blockchain, 2
Boeing, 39
Bush, Jonathan, 50
Business ecosystem, defined, 23. See also Ecosystem
Business-to-business market, 5, 67
Business-to-consumer market, 5
Capgemini, 40
Car2go, 44
Carrefour, 2
Cascading Style Sheets (CSS), 143
Center for Legal Informatics (CodeX), Stanford University, 57, 63, 109
Chamlark Ang, 70
Chan Kim, 102
Charlès, Bernard, 40, 41, 151, 158, 159
Chrome, 143
Cloud computing: Alexa, 126; Alibaba, 5, 180; Amazon Web Services (AWS), 22, 78–81, 90, 93–94, 128, 131, 179; athenahealth, 51, 52, 141; competing ecosystems, 170; Transportation Mobility Cloud, 60
Clustering, 25; geographic clusters, decline of, 34–37; Silicon Valley example, 31–32
Coca-Cola, 128
Co-learning, 11, 20, 21, 26, 31; Silicon Valley example, 31–32
Collaborative leadership, 154–157
Columbia Data Products, 135
Commissions on transactions, 138
Compaq, 135
Competition between ecosystems, 170–173, 182–183
Competitive Advantage of Nations (Porter), 25
Consensus building, 158
Contracts, writing of, 101–103
Contribly, 120
Creative Commons Attribution Share-Alike standard, 120
Creative Computing, 135
Credit scoring, Alibaba, 5, 31, 132
CST, 177
Customer solutions, 39–41; value-creation imperative, 42–44
Dassault Aviation, 39
Dassault Systèmes S.E. (DS), 39–41; collaboration across locations, 47–48; contracts with partners, 101; data exchange interfaces, 105–106; encouraging learning between partners, 121, 125–126; governance standards, 114; innovation roadmap, 93; keystone role, 141; knowledge content, 44–45, 121; monetization, 137; partner attraction, 72, 177; proprietary versus shared learning, 130; sharing ecosystem learning, 128–129; value creation, 54–55
Data aggregation and use, 3; advancements in, 30; Alibaba example, 31, 180; athenahealth example, 122; monetization of, 144, 147–148; Taobao Ke, 10
Data exchange, productivity and, 103–106
DEC, 135
Deliveroo, 36
Didi Chuxing Technology Co, 41, 42
Dispute resolution, 103
Disruption, management of, 46
Dow Jones, 61
DriveNow, 44
DS Product Lifecycle Management (PLM) system, 39
e2i (Employment and Employability Institute), Singapore, 69
Eagle Computer, 135
e Bay, 54
E-commerce: Alibaba, 5–12, 70, 94–96, 99, 178, 180; Amazon, 22, 78, 90–91, 142–143, 174–175, 177–178, 179; data collection and use, 122, 144; industry disruption, 2, 4, 12; tollgates, 146–147
Economic Development Board (EDB), Singapore, 72–73, 74–75
Ecosystem: advantages of, 11–12, 29–30; building of, 14–15, 19–22; co-learning within, 10; competition between, 170–173; decline of, 26–27; defined, 23, 36–37; disadvantages of, 21; evolution, stages of, 173–178; historical use of, 23–25; importance of, 3–4; knowledge creation, 11; as new way of doing business, 182–183; participant and leadership roles, 17–19; rediscovery of, 27–29; spawning next ecosystem, 178–182; use of term, 36–37
Ecosystem edge: Alibaba example of, 5–12; defined, 4; overview of, 4–5, 11–12. See also Value creation
Ecosystem enabler: Alibaba as, 8–9
Ecosystem strategies: alternative network strategies, 34–37; ARM example, 15–17, 18; case for, 12–13; flexibility, 32–33; joint learning, 31; leadership, 31–32; partner roles, 17–19. See also Growth and scale-up; Kick-starting an ecosystem; Leadership in ecosystems
EDF, 40
Efficiency: productivity disadvantage, 98–100
Elliott Management Corp., 52
Elop, Steve, 141
Entertainment industry, 5, 108, 180
Environmental and Cultural Conservation in Inner Asia (ECCIA), 24
Facebook, 4
Fast-moving consumer goods (FMCG), 2–3
Fidelity, 6
Fields, Mark, 2
Financial services industry: Ant Financial Services Group, Alibaba, 5, 66, 67, 72, 73–74, 75, 144, 180–181; disruption in, 2–3, 43, 46, 125; Thomson Reuters, 60–64, 109
Financial Times, 124–125; on industry disruption trends, 2
Flexibility, ecosystem strategies, 32–33, 167–168, 171
Flexibility, productivity and, 99
Ford Motor Company, 1–2, 59–60
Foundation customers: communication of ecosystem road map, 68–71; finding of, 64–66; honey pots, use of, 66, 72–73; ideal qualities of, 67–68; partners with existing ecosystems, 74–75; questions to ask, 75–76. See also Growth and scale-up
Foursquare, 79
Free riders, 26
Freescale, 148
Fund123.cn, 66
General Electric (GE), 3
Gentry, Tim, 125
Geographic concentration, 79
Gig economy, 36
Global economy, 26; competitive advantage of ecosystems, 29–30; geographic clusters, decline of, 34–37; value-creation imperative, 42–48
Goldman Sachs, 6
Google, 2, 79, 170–171; Android, 166; Chrome, 143
Growth and scale-up, 77–79; architecture, creation of, 85–90; barriers to join, lowering of, 84–85; explaining value proposition to new partners, 81–83; partner expectations and development, 83–84, 93–94; profit stream, impact on, 142–143; protecting partners’ turf, 90–92; questions to ask, 96–97; refining vision and road map, 79–81; stimulating partner investments, 92–96
The Guardian: data exchange interfaces, 104–105; encouraging inflows of new knowledge, 118–121; encouraging learning between partners, 124–125; monetization, 147; proprietary versus shared learning, 129–130; sharing ecosystem learning, 127–128
Gucci, 72
Haier, 100
Hardin, Garrett, 27
HP, 135
Huawei, 100
Information and communications technology (ICT), 30; joint learning, 32; value-creation imperative, 46–48, 58; as virtual cluster, 32
Innovation, 30; accelerating, 143-145; Dassault Systèmes S.E. (DS) example, 39–41; drivers of, 27–29; ecosystem benefits, 33; ecosystem leader role in, 122–124; encouraging between partners, 124–127; encouraging inflows of new knowledge, 118–122; in global economy, 43; The Guardian example, 118–121; importance of, 117; monetization and keystone role, 143–145; performance measures, 166–167; proprietary versus shared learning, 129–132; questions to ask, 133; sharing ecosystem learning, 127–129
INSEAD, 102
Institute of Technical Education (ITE), Singapore, 69–70, 73
Intel, 53, 90, 135, 137, 139, 181
Intellectual property (IP): ARM ecosystem, 15–17, 123, 137–138; monetization, 141; ownership and protection of, 159, 164, 175; Thomson Reuters, 72; value creation, 44
Interfaces between partners, designing of, 100–101, 162–163; codifying knowledge, 108–109; for data exchange, 103–106; knowledge exchange, management of, 105–108
Internal markets, 99
Internationalization of business, 26
Internet Explorer, Microsoft, 143
iPad, 148
ITE (Institute of Technical Education), Singapore, 69–70, 73
Iwoca, 180
Jassy, Andy, 78, 80, 83, 85, 94
JavaScript, 143
J.C. Penney, 2
Joint learning, 31; Silicon Valley example, 31–32; in supply chain networks, 35
Joint ventures, 176
Keystone partners, 137–138; innovation, acceleration of, 143–145; questions to ask, 150; securing keystone role, 140–142
Kick-starting an ecosystem: entry barriers, shrinking of, 73–74; foundation customers, 64–68; initial road map for ecosystem, 68–71; partners with existing ecosystems, 74–75; questions for leaders, 75–76; Thomson Reuters example, 60–64; value of joining, communication of, 71–73
Kindle Fire, 126
Kmart, 2
Knowledge creation, 11; codifying knowledge, 108–109; encouraging between partners, 124–127; encouraging inflows of new knowledge, 118–122; The Guardian example, 118–121; importance of, 117; leader role in innovation, 122–124; management of, 27–28, 44–46; management of knowledge exchange, 106–108; monetization, 147–148; performance measures, 166–167; proprietary versus shared learning, 129–132; questions to ask, 133; sharing ecosystem learning, 127–129
Krugman, Paul, 25
Leadership in ecosystems: adaptability, 155–156; attracting new partners, 56; blueprint of, 168–169; building ecosystems, questions for, 75–76; change of mind-set, 151–154; collaborative leadership skills, 154–157; confronting dilemmas, 159; connections, making of, 54–55; consensus building, 158; Dassault Systèmes S.E. (DS) example, 39–41; decisions about, 17–19; ecosystem evolution, stages of, 173–178; external focus, 48–52; flexibility, 32–33; identifying value potential, 55–56; importance of, 28–29; influence skills, 156; innovating as a leader, 122–124; joint ventures, 176; keys to monetization, 136–139; listening skills, 155; organizational restructuring, 160–164; overall value creation, focus on, 52–54; partner attraction and churn, 165–166, 176–178; partner identification, 82–83, 153; partner interactions, quality of, 57; performance monitoring, 164–168; questions to ask for value creation, 58; responsibility beyond borders, 157–158; role of, 13–15, 19–22; social network development, 158–159; spawning next ecosystem, 178–182; strategies for success, 31–32; value creation and, 48–57; versus participation, 17-19. See also Growth and scale-up; Kick-starting an ecosystem; Monetization; Productivity, improving of
Learning. See Knowledge creation
Lending Club, 180
Lenovo Group, 135
Levy, Steven, 126
Li, Brian, 9
LiDAR, 60
Listening skills, 155
Lobster gangs, 24
London Stock Exchange Group, 57
Ma, Jack, 6, 21, 100, 151, 152, 153, 158, 180
Machine learning, 3
Macy’s, 2
Mauborgne, Renee, 102
McAlister, Matt, 120
MDP Accelerator, 144
Media: 3DSwYm, 105; Alibaba, 5; notice. com, 119–120; Pangaea, 124–125, 127–128; road map communication strategies, 71; social media and marketing, 2–3, 43. See also The Guardian; Thomson Reuters
Menghini, Monica, 45
Michelin, 3
Microsoft Internet Explorer, 143
Ming Zeng, 7, 8, 10–11, 36, 92, 111
Mobike, 180
Mobile telecommunications industry, 5, 179; Nokia, 49, 141–142, 165–166. See also Information and communications technology (ICT)
Monetization, 134–136; data and knowledge creation, 147–148; growing profits, 139–140; innovation, acceleration of, 143–145; keystone role, securing of, 140–142; keys to success, 136–139; license fees, 145–146; nurturing of, 148–149; questions to ask, 150; royalties and transaction fees, 146–147; scale, role and limitations of, 142–143; value-added services, selling of, 147
Motorola, 165
Music industry, 2
MySpace, 4
National Trade Union Congress, Singapore, 69
Netscape Navigator, 143
Networks: ecosystem edge, defined, 3–4; flexibility and development of, 167–168
News Corporation, 4
Nirenberg Neuroscience, 60
notice.com, 120
Novartis, 72
NTT DoCoMo, 165
Olivetti, 135
Online payments, Alibaba, 5, 72, 99–100
Open Data Initiative (ODI), 62–63
Orange Money, 180
Organization, restructuring of, 160–164
Ostrom, Elinor, 27
Pangaea Alliance, 124–125, 127–128
Park, Eddie, 50
Park, Todd, 50
Partners: AWS Partner Network (APN), 12, 80–81, 85–90, 110–111; collaborative leadership, 154–157; contracts, writing of, 101–103; co-opetition between, 163–164; development and evaluation of, 83–84, 93–94, 162, 165–166; dispute resolution, 103; ecosystem architecture, 85–90; ecosystem competition, 171–173; ecosystem evolution, 174–176; with existing ecosystems, 74–75; identifying and attracting, 20–21, 176–178; joint ventures, 176; keystone partners, 137, 150; keystone role, securing of, 140–142; keystone status, innovation and, 143–145; new ecosystem development, 181; penalizing bad behavior, 114–115; protecting turf of, 90–92; roles of, 17–19, 22; stimulating investments of, 92–96; trust, building of, 110–113. See also Growth and scale-up; Interfaces between partners, designing of; Kick-starting an ecosystem
Payerview, 122
Performance measurement, 161, 164–168
PermID, 109
Pharmaceutical industry, 35
Planté, Sophie, 45
Platform economies, 41
Pratt and Whitney, 3
Pricing concerns, 28
Principles of Economics (1890, Marshall), 24
Product bundles, 38
Productivity, improving of: codifying knowledge, 108–109; contracts, writing of, 101–103; data exchange, 103–106; designing efficient interfaces, 100–101; ecosystem productivity disadvantage, 98–100; governance standards, 113–114; knowledge exchange, 106–108; penalizing bad behavior, 114–115; questions for, 115–116; trust, building of, 110–113
Profit. See Monetization
Proprietary learning, 129–132, 145
Quadram, 135
Qualcomm, 148
Quality, partner evaluation, 83–84
Regulatory compliance, 29
Retail, disruption in, 2. See also E-commerce
Reuters, 124–125. See also Thomson Reuters
Ride-sharing applications, 2
Road map, ecosystem: Amazon example, 78–79; initial, 68–71; innovation road map, 93; revisions of, 77, 79–81
Rusbridger, Alan, 118
SAIP, 60
Salesforce.com, 51
Saxby, Robin, 65, 151, 152, 158, 159
Scale-up. See Growth and scale-up
Seagate, 65
Sears, 2
2nd Watch, 131
Service level agreements (SLAs), 174
Sesame Credit, 132
Sesame Scores, 180
Singapore Airlines (SIA), 73
Singapore Airlines Engineering Company (SIAEC), 69, 73
Singapore Workforce Development agency (WDA), 69
Singh, Mandira, 56
Six Sigma, 99
1688.com, 180
Skype, 34
Small- and medium-sized organizations (SMEs), 25
Social media, 3, 4; ecosystem productivity and, 105; road map communication and, 71; Taobao sites, 11; value-creation imperative, 43. See also The Guardian
Social networks, development of, 158–159
Sony Ericsson, 165
Standardization of product and process, 26–27, 28, 29–30; governance standards, 113–114
Supply chains: designing efficient interfaces, 100–101; development of, 26; ecosystem evolution, 174–176; innovation in, 35
Taiwan Semiconductor Manufacturing Company (TSMC), 53
Taobao, 5, 6, 7–11, 75, 91–92; entry barriers, 73–74; joint learning in, 31; monetization, 146–147, 149; penalizing bad behavior, 114–115; road map, communication about, 70–71; Rural Taobao, 94–96
Taobao Ke, 10, 57, 144, 147–148
Tao Jianghu, 11
Technical standards, 74
Tecmar, 135
Telecommunications industry, 5, 179; Nokia, 49, 141–142, 165–166. See also Information and communications technology (ICT)
Texas Instruments (TI), 49, 53
“The Tragedy of the Commons” (1968, Hardin), 27
Thomson Reuters, 22, 60–64; barriers to entry, 74; growth and scale-up, 85; honey pot, creation of, 72; knowledge, codification of, 108–109; monetization, 144, 147; value creation, 57
Thomson Reuters Labs, 74
3DSwYm, 45
360buy, 9
Tin Ho, 69
Tolls and tollgates, 138; license fees, 145–146; questions to ask, 150. See also Monetization
Total Quality Management, 99
Training and development, 93–94
Transactions, payment collection on, 138, 146–147
Transfer-pricing systems, 99
TransLoc, 60
Transportation Mobility Cloud, 60
Trust, between partners, 110–113
Trustpass profile, 84
UCWeb, 178
Uncertainty, management of, 46
UniLasalle, 45
United States government agencies, 79
Value-added services, selling of, 147
Value creation, 21; attracting new partners, 56; as business imperative, 42–48; customer solutions, 39–41; ecosystem benefits, 33; explaining to partners, 81–83; innovation in, 35; leader role in, 48–57; making new connections, 54–55; new industries, 41–42; new product bundles, 38; platform economies, 41; questions to ask, 58; stimulating partner investments, 92–96; value potential, identification of, 55–56
Velodyne, 59
Veritas Capital, 52
Vernon, Mona, 74
Vertical integration, benefits and problems of, 99
Vodaphone, 103
Wangwang, 9
Wärtsilä Marine, 129
Web browsers, 143
Yelp, 79
Yu’e Bao, 5
Zennstroem, Niklas, 34
Zhang, Daniel, 180