https://www.mckinsey.com/business-functions/mckinsey-digital/our-insights/ecosystem-2-point-0-climbing-to-the-next-level
After a first wave of trials, incumbents are shaking up value chains to attract new ecosystem customers—and tap potentially huge pools of value.
COVID-19加速了消费者行为的数字化。某些企业的渠道、平台和手段正在被改变。
世界前七的公司，有6个是生态型公司
- Apple: 1876 billion
- Saudi Aramco: 1855 billion
- Microsoft: 1614 billion
- Amazon: 1572 billion
- Alphabet: 999 bilion
- Facebook: 712 billion
- Alibaba: 709 billion
演化模型
To participate successfully in ecosystems, traditional companies must often change the way they think about customers.
生态系统通过网络效应产生了一个正向循环：
- 提供某些独立公司无法提供的产品
- 吸引更多的客户进入
- 产生更多的数据
- 让AI介入数据提供更多选择
- 提升效能并且引入更多客户
调查显示七成的消费者接受生态圈提供的简化他们购物流程的商品。60%的美国银行可能会组成或者加入某些生态圈。
科技公司把他们关注点放在生态圈上。为生态圈中的合作伙伴构建软硬件体系并且提供数据交换策略。
There is a path for established players to use ecosystems to level the playing field. This path has been opened up by tools that give companies better insight into customers and market niches, allowing them to personalize products as never before.
Ecosystem 1.0 的教训
Lesson 1: Go deep or go home 要么深入，要么滚蛋
对客户旅程的思考需要深入。并不一定所有依赖的点都要涉及到，但涉及到的关键点一定要做深入分析
Lesson 2: Move strategically, not conveniently 战略性地行动，而不是便捷地行动
不要做一些乱七八糟的小动作来尝试达成效果，而是应该抓住影响客户体验的关键价值主张（value proposition）。
Lesson 3: Partner with vision
Lesson 4: Clear the path to impact
Ecosystem 2.0 原则
- Use strategic mapping to identify control points.
- Lock in impact with precise capabilities
- Design the organization for many participants and customers
Ecosystem 2.0 实战
Mastering control points 掌握控制点
In theory, participating successfully in ecosystems can sound like a high-wire act. In practice, it may not feel as daunting.