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Three things ecosystem experts get right

October 08, 2018

RESEARCH REPORT

In brief

  • Accenture Strategy research uncovers what ecosystem experts are getting right.
  • Data is key. Ecosystem experts integrate their data with others in the ecosystem.
  • Ecosystem experts pool talent to tap into a deeper, broader range of resources.
  • Experts collaborate with partners to create the platform as a launch pad for ecosystem value.

Three Things Ecosystem Experts Get Right

Accenture Strategy research uncovers what ecosystem experts are getting right. See more.

View Transcript

Capturing the ecosystem opportunity

Companies recognize the need to implement new business models to address, or even lead disruption. According to Accenture Strategy research, 60 percent of executives say ecosystems are the way to do it.

 

Businesses can use ecosystems to make strong market plays that drive disruptive growth. The opportunity is staggering.

However, few businesses have fully capitalized on the opportunity, claiming the role of “ecosystem expert.”

 

Many ecosystems currently don’t live up to their potential. A third of U.S executive respondents target revenue growth of 5 percent or more with their ecosystem plays. Only one in seven achieve this growth.

What are the three things ecosystem experts are getting right?

1. Data Collaboration—Experts see a win, not a weakness

Ecosystem experts have figured out how to best share data with their partners. Non-experts, on the other hand, tend to share too little. Ecosystem experts do a better job of integrating with others in the ecosystem—marrying and expanding their data set with partners to enhance analytics and achieve better insights. Virtually all experts (97 percent) describe themselves as data-driven companies.

 

Ecosystem experts have a comprehensive data strategy and management plan. A vast number of experts (77 percent) share data with some restrictions within the ecosystem. More control means less risk.

97%

Experts who describe themselves as data-driven companies.

77%

Experts who share data with some restrictions within the ecosystem.

2. Talent Pooling—Experts tap into a deeper, broader range of resources

Experts pull the “best of” the ecosystem, tapping into talent pools within and outside of the enterprise to access complementary skills and capabilities. They look to combine and grow talent across organizations when building their ecosystem.

 

When the ecosystem shares talent, it speeds access to experience and differentiated capabilities. Talent sharing also opens the door to a deeper and wider talent pool that brings a level of hyper-diversity. Workers from different backgrounds and companies, with a variety of skills, can work together on achieving outcomes. Ecosystem experts are also willing to lift and shift talent to other organizations within the ecosystem. Businesses benefit as employees learn new methodologies or skills and then bring them back to their company.

76%

Experts who combine talent across organizations when building their ecosystem.

34%

Non-experts who combine talent across organizations when building their ecosystem.

3. Platform Co-development—Experts build a launch pad for value

Platforms are the lifeblood that enables ecosystem partnerships to easily collaborate and thrive—and they cannot be created alone. Successful platforms start with a smart foundation to build partner interest and investment, accelerating adoption and expansion.

 

Ecosystems experts (64 percent) recognize the importance of choosing the right technology platform to support the ecosystem, compared to 36 percent of non-experts. Experts also look for a technology partner that is going to be a collaborative player in creating the platform.

 

Joint development of a platform requires an open, collaborative mindset among all participants. The platform should meet the needs of the collective entity. Trust, comfort, commitment and confidence are essential ingredients to creating a mutually beneficial platform.

64%

Experts who recognize the importance of choosing the right technology platform.

36%

Non-experts who recognize the importance of choosing the right technology platform.

Mastery of the ecosystem culture

The most successful in the ecosystem are those companies who embrace an ecosystem culture. Only then are they able to manage strategic, systematic and programmatic collaboration across the key capabilities that enable an ecosystem—data sharing, talent pooling and building the platform.

 

Learn from the ecosystem experts and pursue bolder approaches to seizing the ecosystem opportunity:

Adopt the mindset

Embrace the notion of collaboration. Most experts (77 percent) are open to partnering broadly in a variety of areas

Lead from the top

Garner commitment from senior leaders who will commit time and resources to building a successful ecosystem. Clearly define a role for leading the ecosystem—62 percent of experts have the CEO responsible for the ecosystem strategy

See beyond four walls

Sharing equals succeeding. More than half of experts (61 percent) are consistently looking across the value chain for opportunities to collaborate because they understand the value at stake

Ecosystems are here to stay. There are experts seizing the opportunity, and non-experts who are missing out on the full potential of ecosystems. Which will you be?

1 “Ukraine Refugee Situation,” UNHCR (2022) as of April 18th 2022

2 “Ukraine Supplemental Appropriations Act, 2022,” US government website (2022.); “Visualizing the $13.6 billion in US Spending on Ukraine,” The New York Times (2022).

3 “War in Ukraine: MEPs Unlock Emergency Funds for Refugees,” European Parliament (2022).

4 “Russia Ukraine Crisis Overview,” Accenture (2022); “Global Incident Report: Russia-Ukraine Crisis March 25,” Accenture (2022); “Global Indirect Report: Threat Actors Divide Along Ideological Lines over the Russia-Ukraine Conflict on Underground Forums,” Accenture (2022).

5 “White House tells CEOs that Russian Cyber Attack on US is ‘coming’,” Financial Times (2022).

6 “Over 600 Companies Have withdrawn from Russia—but Some Remain,” Yale School of Management (2022); “Russia’s war is creating corporate winners and losers,” The Economist (2022).

7 Accenture Research analysis of Interos and FactSet. 2,100+ US companies and 1,200+ EU companies have Tier 1 suppliers in Russia. Those numbers expand sharply when considering sub-contractors: 190,000+ US companies and 109,000+ EU companies have Tier 2 and 3 suppliers in Russia.

8 Estimates from Morgan Stanley, Barclays, Goldman Sachs, BNP Paribas, Credit Suisse and J.P. Morgan 2022 GDP & Inflation Outlooks, as well as the OECD, IMF, and European Commission. Data as of 21st March 2022.

9 Oxford Economics’ Global Economics Database. Pre-conflict refers to forecast as of December 2022.

10 “A 10-Point Plan to Reduce the European Union’s Reliance on Russian Natural Gas,” International Energy Agency (2022); “Russian supplies to global energy markets”, International Energy Agency (2022). “Russia’s war is creating corporate winners and losers,” The Economist (2022).

11 “2021/22 Grain Trade in Flux Amid Russia-Ukraine Conflict,” US Department of Agriculture Foreign Agricultural Service (2022).

12 Accenture Research analysis of University of Michigan Consumer Survey for US; and Consumer Sentiment Survey for EU.

13 See, for example: Adam S. Posen, “The end of globalization?,” Foreign Affairs (2022); Martin Wolf, “Russia’s war will remake the world,” Financial Times (2022); Josh Zumbrun, “Economic blacklist of Russia marks new blow for globalization,” The Wall Street Journal (2022).

14 The World Bank database

15 Accenture Research analysis of Global Trade Alert database, accessible at: https://www.globaltradealert.org/. Data is adjusted for reporting lags, with industrial policy interventions including: export supports, import curbs, licensing, quotas, subsidies and tariffs.

16 “DG Okonjo-Iweala tells sustainability conference “trade is part of the solution to challenges we face,” World Trade Organization (2022).

17 See, for example: Vigya Sharma, “This is how the conflict between Ukraine and Russia could impact climate change,” The World Economic Forum (2022); Leslie Hook and Neil Hume, “Will the Ukraine war derail the green energy transition?,” Financial Times (2022); Patricia Cohen and Stanley Reed, “Will war make Europe’s switch to clean energy even harder?,” The New York Times (2022).

18 See, for example: Arne Delfs and Carolynn Look, “Germany slashes fuel tax in $16.5 billion energy package,” Bloomberg (2022). “Maryland, Georgia pause gas taxes with prices near record highs,” The Wall Street Journal (2022). Chiara Albanese and Alberto Brambilla, “Italy could revive coal plants to break Russia energy dependence,” Bloomberg (2022).

19 See, for example: “Netherlands ramps up plan for doubling offshore wind capacity by 2020,” Reuters (2022); “The Med gets first offshore wind farm as Italy vows energy revolution,” France 24 (2022); “Germany to speed renewables push due to Ukraine crisis,” Reuters (2022).

20 Based on mapping Oxford Economics’ World Economic Prospects estimates to our scenarios. Data as of 8th April 2022. Pre-conflict refers to forecast as of Jan 2022.

21 Based on mapping Oxford Economics’ World Economic Prospects estimates to our scenarios. Data as of 8th April 2022. Pre-conflict refers to forecast as of Jan 2022.

22 “Ukraine Invasion May Lead to Worldwide Food Crisis, Warns UN,” The Guardian (2022).

23 Accenture Research analysis of OECD World Input Output tables.

24 Accenture Research analysis of OECD World Input Output tables.

25 “Europe’s Automakers Scramble to Replace Ukrainian Auto Parts,” Automotive News (2022).

26 “Business Futures: Signals of Change,” Accenture (2021).

27 “State of Cybersecurity Resilience 2021: How aligning security and the business creates cyber resilience,” Accenture (2021).

28 “Accenture and MIT Team to Create a Supply Chain Resilience Stress Test,” Accenture (2020).

29 “Business Futures: Signals of Change,” Accenture (2021).

About the Authors

OLIVIER JANKELOVICS

Managing Director – Accenture Strategy, Communications, Media and Technology

CAITLYN TRUONG

Managing Director – Accenture Strategy, Financial Services

ARIEL JUNQUEIRA

Senior Manager – Accenture Strategy, Banking

DANIELLE KUCHINSKAS

Senior Manager – Accenture Strategy, Financial Services

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