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Business Ecosystems
Sergej van Middendorp explores Value Networks Analysis as an instrument for strategic planning that better fits todays circumstances than generally accepted frameworks such as Michael Porter's Five Forces and Value Chain models.
Fundamental changes are currently taking place in the external environment of many organisations. These changes are partially due to the fact that consumers, with the help of the internet, are becoming more vocal and want to be involved in the process. Companies are forced to change their methods: from supply-driven to demand-driven and from independent with competition to business ecosystems. Many well-established organisations do not succeed in sensing these types of structural changes in their market on time in order to be able to adapt to them appropriately and quickly. One possible reason for this may be that these organisations use strategic analysis tools that do not reveal this change because the emphasis is placed on analysing tangibles. Using a tool such as Value Networks Analysis that can handle more complexity could be an answer. It can illustrate the balance between tangibles and intangibles more clearly and it can help organisations to recognise structural changes and to formulate sound strategy. Organisations, employees and technology must adapt to their environment, being the network, in order to be and remain successful. See the attachment for the full article...
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