Companies are doubling down on external collaboration to innovate and create value, but they may not be empowering leaders to do it right.
Ecosystems are only as strong as their managers
May 07, 2024
For the leaders of many successful companies, the fact that business ecosystems can drive innovation, create value and open doors to new markets is an article of faith. Indeed, PwC research shows that top-performing organisations are considerably more likely than their peers to have a clear ecosystem strategy and to derive a significant portion of their revenue from ecosystems. But a recent survey from PwC Germany has shed light on a problem that may prevent companies from maximising the potential of these kinds of collaborations: a lack of empowerment on the part of ecosystem managers.
The chart above suggests that many businesses, whether by design or by default, have relegated the role to part-time status at best. Nearly 60% of respondents say they devote less than half their time to ecosystem-related tasks—from managing external relationships and analysing collaboration opportunities to measuring performance—and only a small fraction say they spend their full workweek on them. And yet, even managers devoting a mere ten hours or less to their function say they’re expected to fulfil around seven of the 11 responsibilities identified in the report as essential to the role. That’s roughly the same workload reported by respondents devoting 31 to 40 hours a week to ecosystem management.
How can boards and the C-suite correct this imbalance and give ecosystem managers the agency they need to achieve better outcomes? The report offers three courses of action:
Create teams with defined roles and capacities, and robust resources. Effective ecosystem management begins with dedicated teams possessing a purposeful mix of strategic, analytical and interpersonal skills, as well as decision-making power, clear organisational structure, sufficient capacities and top-management backing. If companies trust in the strategic value of ecosystems, they should show it by channelling adequate funding and human resources to the function.
Spread the word. Targeted masterclasses and workshops for the C-suite and directors can instil a deeper understanding of the strategic value of ecosystems and boost support for managers. Grassroots initiatives such as lunch-and-learn sessions, mentorship programs and rotation assignments can do the same for broad tiers of the workforce, which, in turn, can become a source of ideas and innovation for ecosystem-building.
Streamline decision-making and improve KPIs. Simplifying contracting, increasing individual autonomy, instituting nimble governance structures—these actions will help ecosystem managers make faster, smarter decisions. So will performance metrics that deliver a real-time understanding of engagement levels, revenue, partner satisfaction, partner-integration costs, innovation adoption rates, and other crucial measures of ecosystem effectiveness.
All these actions point to a fundamental shift in the corporate organisational mindset, one that places ecosystem management at the heart of an organisation’s strategy and growth objectives.
Explore the full findings of PwC Germany’s survey of ecosystem managers.
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