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Foreword The survey results described in this report document represent a joint effort undertaken by BPTrends and Transformation+Innovation. The data was collected in September and October of 2006 by means of a BPTrends questionnaire. The data was analyzed and the report was written by Nathaniel Palmer, who is the President of Transformation+Innovation, the Executive Director of the Workflow Management Coalition, and a well-known market analyst. The report summarizes information provided by 74 respondents who work in large, medium, and small companies, and who represent a broad cross section of industries located throughout the world. without charge to all registered members of BPTrends. We hope this report will provide readers with insights into the BPM development efforts of other companies and suggest how their own company's BPM efforts compare with those undertaken elsewhere. We are grateful to our many BPTrends members and Website visitors who cooperated with us to make this report a reality. Without the many respondents who took the time to fill out the questionnaire, we could not have produced this report. For our part, we have made every effort to summarize the resulting data as accurately and fairly as possible. Similarly, we are grateful to Nathaniel Palmer and Transformation+Innovation for helping us to design the survey, for undertaking the analysis of the data, and for the writing of this report. Finally, we hope this report will provide BPM practitioners with insights that will suggest new ideas for future improvements in their organization's process work. As always, we welcome your comments and suggestions regarding the survey and the resulting report, as well as suggestions for topics and issues you would like to see included in future surveys.


Table of figures
Global business ecosystems 2030 5

A
The increasing complexity, number, and magnitude of challenges that today's businesses need to address mean that companies are no longer able to survive on their own, let alone thrive.As a result, business ecosystems are on the rise since they have been proven to provide significant competitive advantages and other benefits for their members.
This development requires a new conceptual framework to better illustrate the new economic order, ultimately giving rise to a new equation for calculating future global market size.There has long been a need for quantitative evidence on the market potential of business ecosystems.In addition to theoretical and qualitative work on business ecosystems, this study pursues a quantitative approach to the topic with the aim of quantifying market size and potential in global business ecosystems.
The new framework that this study proposes is based on the Ecosystem Strategy Map.It positions the human in the centre, surrounded by ten Life Areas that comprehensively represent human needs.All products and services in ecosystems can be structured around the end consumer using these ten Life Areas.There are also 15 overarching Ecosystem Domains, which represent a second means of structuring products and services.
Building on this foundation, this study presents the following key findings: The results of the study provide today's managers and leaders with clear guidance to successfully navigate the increasingly complex world of business, enabling companies to find the ideal strategic position for their ecosystem within the Ecosystem Life Areas and Domains.This guidance for securing the greatest future wins in ecosystems can be summarised in six simple steps: Establish an ecosystem mindset by investing in change management.

1.
Expand focus by eliminating any existing boundaries.

2.
Carry out honest and in-depth analysis of the organisation's capabilities to determine its current position on the Ecosystem Strategy Map.

3.
Decide on the target position using the insights from this study.

4.
Find the right partners beyond traditional industry boundaries that will enable the company to offer greater value to its end customers.

5.
Pull everything together and put it into practice.

6.
By 2030, two thirds of global economic activity will take place within one third of Ecosystem Domains.The Ecosystem Domains that will represent the majority of global economic activity will be Infrastructure (18%), Customised and Fast Demand Fulfilment (15%), Personal Wealth and Legal (14%), Holistic Wellbeing (13%), and Adaptive Development (6%).

∆ ∆
B2B Services will be the fastest-growing global Ecosystem Domain.

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Living is the largest Life Area in all global regions examined and will still be the largest in 2030.
Health is expected to be the fastest-growing Life Area in the world between now and 2030.
The study made use of the UN's standardised ISIC codes, which were mapped onto the ten Life Areas and 15 Ecosystem Domains of the Ecosystem Strategy Map.A validated quantitative model was then used to calculate the market potential for business ecosystems in different regions (world, Europe, NAFTA) by examining value added.Market sizes in 2019, 2025 and 2030 were also explored to identify developments and changing value potential over time.This examination of different points in time and different economic regions generated significant findings for almost all industries and market participants.

Executive summary
6 Global business ecosystems 2030 1 Industries are converging, merging and fusing The ongoing digital transformation is currently giving rise to advanced smart technologies such as cyberphysical systems, the internet of things (IoT), on-demand computer system resources, and cognitive computing.
One essential capability for making use of these technologies is data and analytics.Together, these technologies enable increased connectivity and decentralised decision-making.Some industries are suffering as a result of this transformation -for example, industries whose products have become commodities (e.g.telecommunications, stock trading, transport services) or industries in an intermediary role that has been leapfrogged by digital transformation (e.g.banks).On a holistic level, however, there is great potential for increased efficiency.
However, it is no longer just business models that are being called into question: the traditional industryfocused perspective as a whole is also being challenged.The increasing complexity, number and magnitude of challenges that today's businesses need to address mean that companies are no longer able to survive on their own, let alone thrive.In the future, we will no longer think in terms of industries and value chains alone.To ensure success, companies will have to establish themselves in business ecosystems 1 .Business ecosystems will lead to tectonic shifts in all industries: industries will converge, merge and fuse, and organisations will need to constantly adapt (e.g.moving from automotive production to multimodal mobility solutions).This new era of economic thinking will require new ways of organising business 2 .

Drivers of change in business
Three key drivers for the emergence of business ecosystems can be identified: platforms, merging product and service, and data sharing.

Many business ecosystems contain platforms
Digital platforms are penetrating and shaping most areas of business.For example, e-commerce is increasingly shifting to platforms, and other industries -such as the printing industry or asset managers -are discovering subscription models It is important to make a distinction between platforms and business ecosystems.Platforms provide the basis for many ecosystems by reducing transaction costs and enabling network effects.Business ecosystems, on the other hand, enable companies to evolve from an isolated value chain to a value network with other players: these create vendor lock-in and do not necessarily have to be platform-based.

Merging product and service drives business ecosystem development
Of course, collaboration across company boundaries is not new, but it is becoming more important as a way to ensure future success.Customer needs are becoming increasingly complex and can no longer be satisfied by individual product solutions.For example, the human need for mobility can only be satisfied through the interplay of public, shared and private offerings.
In addition, suitable infrastructure (e.g.roads, mobile internet), energy supply and financing are needed 5 .Integrated solutions that comprehensively focus Companies are increasingly realising that they need to transform their traditional business models, and that data-driven services and business models are becoming indispensable.More data and knowledge about customers and their needs leads to the merging of formerly separate industries: multi-industry ecosystems emerge by sharing and jointly analysing data.
3 The consequence: the emergence of multi-industry business ecosystems Technological advances, combined with human-centric design, have created the success of digital platforms in the last decade.This was visible during the development of the four major tech giants -Google, 6 Jacobides, M. G., 2019.
Apple, Facebook (now Meta) and Amazon, also known as GAFA.Today, these companies are emerging as the first digitally enabled, humancentric ecosystems, representing the beginning of the ecosystem era.At the same time, large Chinese ecosystem companies such as Alibaba, PingAn and Tencent are growing even bigger and faster than their American counterparts.
A comparison of the market value of the world's most valuable companies (see Figure 1) shows this development: it can be clearly seen that companies in traditional industries (e.g.oil, gas, financial sector) are being replaced by digital platforms and ecosystems.In addition to this new dominance of tech giants, there has also been enormous growth in the total market values of the top 10.  on human needs are required.As a result, today's most successful ecosystem companies offer integrated products, redirecting enormous value streams to the firms involved.When new ecosystem offerings are successful from the start, the ecosystem's growth attracts more and more customers and ultimately competitors through critical mass.Network effects and positive feedback loops within the ecosystem fuel its growth.The complementary capabilities of the individual players not only lead to redirection of value streams, but also to higher levels of growth.
Digital transformation will not turn every business model and every company upside-down, but the general conditions will change for all companies: blurring boundaries between products and services will play just as important a role as technology 6 .

Data sharing is becoming a key success factor
The third key driver of ecosystem dominance in business is the need for data sharing.Individual companies have neither the ability nor the resources to gain the all-important insights into customer data that they need to develop their value proposition.To do so, they almost invariably need to access data from other companies.At the same time, however, attracting employees with the necessary skills also plays an important role.Many companies cannot hire experts quickly enough in sufficient numbers -the battle for talent is extremely tough.In this respect, it makes sense to join forces with other companies to gain data collection and data analytic capabilities 7 .

Example: Apple Pay
Apple introduced Apple Pay in 2014.The company acts as an intermediary between banks and stores by simplifying the payment process, using nearfield communication (NFC) and Apple Wallet.Apple is thus attacking typical banking business and occupying the all-important customer touchpoint.The power of Apple's existing ecosystem has forced banks to become part of it.Non-Apple credit cards had to be integrated when the service first launched, but the Apple Card was introduced as a credit card for Apple Pay in 2019.The banking partner of the Apple Card is Goldman Sachs.Omer Ismail, formerly responsible for the Apple Card at Goldman Sachs, said at the IGNITION: Transforming Finance event that the Apple Card cannot make any profit at the conditions offered; it is more about gaining a foothold in a new market 9 .Apple has not limited itself to the financial services market: for example, similar activities can be observed in the healthcare market with Apple Health.

Incumbent players are being challenged or disrupted
The emergence of business ecosystems, fuelled by the drivers mentioned above, has several implications for business.
One is massive new competition from outsiders: incumbent players are being challenged or disrupted by newcomers which were little-known or even completely non-existent a few years earlier.Companies will no longer be able to base their strategies on tactics for gaining a competitive advantage against their traditional competitors.
The new competition is from rapidly emerging ecosystems 8 .
Ecosystems also shorten product life cycles because they accelerate innovation, and thus the development of new products.A single innovative idea can disrupt an entire industry and its established companies overnight.To defend against this, companies need to leverage their strengths: individual knowledge of customer needs, know-how, and potential access to the entire business ecosystem are key advantages that companies must build on.

Example: Facebook is monopolising the communications market through acquisitions
Facebook initially started with a digital platform and a clear user promise: "give people the power to build community and bring the world closer together".This value was delivered by a transaction-based business through connecting social media users with advertising customers.Over time, Facebook then continuously expanded its platform into an ecosystem through acquisitions (e.g.WhatsApp, Instagram) and partnerships (e.g.third-party apps such as Tinder or Spotify).In the future, this will be extended with new augmented and virtual reality ecosystem-based services in the recently announced "Metaverse" digital world.
Facebook already analyses usage patterns by identifying devices and locations across its apps and websites to customise content and user experience.Drawing on information about user behaviour and preferences enables Facebook to provide targeted advertising.Moreover, Facebook has been establishing joint services and solutions with many of its B2B clients to help these clients do business better (e.g. through data-driven campaigns that are highly customised to their target groups).Using its family of apps and partnerships, the Facebook ecosystem leverages and multiplies complementary inputs into a seamless user experience.From its very beginning, Facebook has been going through the transformation from a narrow platform-based social media business to an ecosystem that integrates a comprehensive range of needs and creates superior value propositions.

Small numbers of companies monopolise access to customers
The companies behind large business ecosystems based on platforms monopolise access to customers across actors from all industries: they control capabilities, define standards for the entire system, and thus determine the nature of interaction and networking within the ecosystem.
In this kind of platform-based business ecosystem it is important to understand that ecosystems are a winner-takes-all paradigm.Once a platform has established itself and the ecosystem on top of it has formed, it is almost impossible to compete against it.In this case, the best course of action -and the way to go for most companies -is to join the ecosystem.Dealing with ecosystems is a matter of companies understanding the new framework, finding their way around it and finding their own role in it.Regardless of the role in which money is earned, more will become available for everyone as the ecosystem gets bigger 10 .
4 Creating impact with a focus on sustainability Sustainability will be a key issue in the future: 90% of people say it is important that companies act sustainably 11 and comply with the UN's Sustainable Development Goals 12 .But sustainability is more than just a component of a business model: it will be a new way of doing business.Companies will exist in an apparent conflict between profit and sustainability, even more clearly than is the case today.To resolve this and harmonise the two goals, companies will have to think in new ways and, as a result, engage strategically with business ecosystems.We need to rethink the entire economic system to successfully meet the challenges ahead.
Competition must be thought of much more broadly, adding sustainability as a crucial element.Up until now, the focus of sustainability considerations has often been on the individual company.Some parts of the supply chain are considered, but complete and comprehensive examination of the entire ecosystem is rarely carried out.There are several reasons for this, not least the fact that thinking in ecosystems is not yet comprehensively established.However, this is necessary: sustainability issues can only be solved holistically, involving all stakeholders.An industrial company, for example, will need to rely on close collaboration with its suppliers and its entire ecosystem if it wants to reduce its environmental footprint.For industrial companies, most carbon emissions are in the supply chain and not within the company itself.Digital platforms enable these efforts to increase sustainability in ecosystems; for example, by providing a cloudbased system to help the entire ecosystem track, report and reduce carbon emissions 13 .
We are approaching a new era with new standards for what characterises a good and successful business.
Creating impact, especially with a focus on sustainability, will become a fundamental imperative.This is an issue that companies will struggle to address on their own; ecosystems will be important for this transformation.
1 A new paradigm: from B2C and B2B to ecosystem-to-human The new economic order is changing our perspective for examining companies (see Figure 2).This new paradigm represents a shift from business-to-business (B2B) and business-to-customer (B2C) models to ecosystem-to-human (E2H) 14 .
Strategic E2H thinking means looking at the big picture and asking "how can we make human lives easier?And who can we do it with?"This new paradigm is characterised by two major changes within companies: The focus of value creation describes why value is created and who it is created for, based on the company's stated purpose.A company's identity defines its operating model and how value is created.Joining an ecosystem involves a change in a company's focus of value creationfor example, shifting from a focus on technology or assets to human needs.Its identity will also shift from self-centred to collective and holistic.This is associated with a change in the company's operating model: whereas the focus has traditionally been on internal optimisation, the focus is now on optimising the entire ecosystem and adding new members to grow together.Instead of the company offering its own products and services, the focus in the ecosystem era must be on seamless and integrated solutions for human needs developed with partners.These solutions no longer Change in focus of value creation

1.
Change of company identity

2.
originate from in-house research that is separated from the market; instead, they are developed together with customers in a data-driven process.
The aim is no longer to be the best company, but to solve important problems in a network of companies.
This new perspective is reflected in the division of human needs into Life Areas.End customers use products and services depending on their needs.Thus, they are using offers from companies whose value propositions best match their individual needs.In the ecosystem era, the boundaries between individual company contributions to complex and integrated ecosystem offerings will become increasingly blurred.
Companies must therefore understand and decide which Life Areas they want to serve in order to focus effectively on fulfilling core human needs.

Focus of value creation
Human needs (broad,  user-driven, in

Fig. 2 Companies vs. ecosystems
The new economic order is creating a new perspective for examining business

Entertainment
The main human need underlying Spirituality is finding enlightenment, transcendence, belief and faith in life.The purpose of this search is to find meaning, stability and orientation in life, working against the fear of being lost in a fast-paced world.
Common products or services in this Life Area include church services or other religious gatherings, meditation seminars and stays in monasteries.
Most of these goods and services make people feel that they belong to a social group.

Spirituality
Goods and services located in the Education Life Area serve the human need to gain knowledge, learn about the truth and acquire a holistic understanding of the world by developing a certain skill set.This is grounded in the wish to advance in life, which is necessary for people to create opportunities for their children.In addition, lack of knowledge increases the risk of receiving insufficient income.Education is usually carried out in schools and universities, but the learning process can also happen in other contexts, both vocational and non-vocational.

Education
Living is based on the human need to live in and experience a safe, fair, stable and comfortable environment.
Having a roof over one's head and living in acceptable or pleasant conditions creates a place of safety, retreat and recovery.Homes should ideally be available at a reasonable price.Typical categories for goods and services for this human need are housing, planning, construction, renting, maintenance and interior design, along with appliances such as washing machines or dishwashers.It also includes government services that ensure a safe, fair and stable environment.

Living 3 The Ecosystem Strategy Map
Compared to standalone companies, ecosystems and their participants can leverage greater efficiency through "the power of many."To realise this advantage, companies must understand their current position and future options to participate in and/ or build ecosystems.Using the E2H perspective, ecosystem players can be categorised into three major roles depending on their relationship with the end customer: Orchestrators, Realisers and Enablers 16 (see Figure 3).
• Orchestrators offer products and services to end customers through a (digital) B2C service platform (e.g.Amazon Alexa, Google's smarthome ecosystem, supermarkets).• Realisers provide products and services for end customers (e.g.Mercedes, Hilton, Digital Business University).
These three roles are the second dimension of the Ecosystem Strategy Map, alongside the ten Life Areas.They make it easier to understand the relationships between a company and the end customers, and between partners in the entire ecosystem.
Combining the roles with the ten Life Areas results in the Ecosystem Strategy Map (see Figure 4).14 Global business ecosystems 2030 The new economic order is creating a new perspective for examining business

D
To date, current and future market size and potential of business ecosystems have not been widely quantified.
However, such data is essential for making informed strategic decisions for the ecosystem era.In order to evaluate the future business landscape, we transformed the traditional product view of industry classifications into the ecosystem world.We used a mixed-method approach consisting of quantitative and qualitative analyses.These analyses are the main output of this study. 20United Nations, 2008. 21Value added is sales revenue less cost of purchases of inputs and supplies (operating expenditure) required for production.It represents the valueadded contribution of the sector to the economy.The sum of value added across all industries, by definition, equals national GDP.As such, sector value added is also referred to as sector GDP.Value added includes compensation for labour (wages and salaries), net indirect taxes, depreciation, rent and operating surplus.The data are presented in nominal terms (IHS Markit). 22Underlying data: IHS Markit, 2021.

Methodology
We used the UN's ISIC 20 classification, revision 4, which is an internationally established standard for classifying economic sectors and industries.ISIC divides the overall economy into sections and divisions at a high level, as well as into more detailed industry groups and classes.Based on the detailed descriptions of the individual areas, we allocated these classifications to Life Areas and Ecosystem Domains.This was based on objective qualitative proxy data, which allowed unambiguous allocation.Where this was not possible, allocation was based on a qualitative expert estimate.The allocations were finally quality assured in three independent rounds of validation with different experts.
Using this methodology, we enriched the Ecosystemizer framework -i.e. the Life Areas and the Ecosystem Domains -with quantitative economic data.To do this, we developed a model that converts any economic data based on the ISIC classification to the Life Areas and the Ecosystem Domains.We calculated the market potential for global business ecosystems by examining the nominal value added 21 , which is the most accurate measure of current and future economic size and relevance of Life Areas and Ecosystem Domains 22 .
We explored market size and potential in 2019, 2025 and 2030   6 shows the current global size of these Life Areas by value added.

Ranking of Life Areas remains stable worldwide
The ranking of the largest Life Areas worldwide will still be the same in 2030 as it is today, and all but three of them will increase their share of total value added.The exceptions are Recreation and Entertainment, which will decrease slightly; and Mobility, which will suffer a significant loss.

Living has the largest market
Living is the largest Life Area globally, in Europe and in the NAFTA region today, and will still be the largest in 2030.Businesses satisfying the human need to live in a safe, fair, stable and comfortable environment can expect the largest market potential.Life has a stable share of value added across the regions at just over 20% of total value added, which translates to $15,981.65bncurrently and $28,489.49bn in 2030 on the global level.

Regional differences in second and third place
Consumption (eating, drinking, clothing, personal care and everyday demands) and Health (staying physically and mentally fit and having access to proper sanitation and health care) follow in second and third place, but with regional differences:

Growth of Life Areas will vary depending on region and timeline
While the absolute sizes of the Life Areas are similar, there are considerable differences when it comes to the question of which Life Areas -and thus, which human needs -will grow the most in the future and be most attractive, depending on both the region and the timeline (2025 or 2030) in question.

Health offers the highest long-term growth on a global level up to 2030
The global ecosystem Life Area growth map (see Figure 7) shows which Life Areas have the greatest long-term market potential up to 2030: Health offers the greatest growth opportunities worldwide (78.78%), followed by Living (78.26%) and Work (77.94%).These three are also set to grow the most in Europe: Living by 62.15%, Health by 61.70% and Work by 60.18%.In the NAFTA countries, Mobility will only play a minor role (9th place, 55.84%).The highest longterm growth in this region will be in Health (67.03%),Work (63.72%) and Recreation (60.82%).

NAFTA and Europe will lag behind global growth
Overall, it is striking that the growth rates in NAFTA and Europe, which are roughly on par with each other, are set to lag significantly behind global growth.Overall, however, growth rates are higher in NAFTA than Europe (see Figure 8).

In the short term (up to 2025), Consumption will have the fastest growth worldwide
From a global perspective, Consumption will have grown the most by 2025 (41.60%), thus offering the greatest short-term growth opportunities for companies that satisfy the human need of belonging.In this timeframe, Consumption is followed by Socialising (40.42%) and Health (40.11%).Living, the largest Life Area, ranks fourth on the global level (39.82%).In Europe, Living will grow the most (33.69%),followed by Health (33.53%) and Work (31.98%).
The NAFTA region offers the greatest short-term growth opportunities for Mobility companies (34.03%), followed by Work (33.47%) and Health (32.11%).The largest current market size, regardless of region, is offered by the Infrastructure Super Domain ($14,687.45bnworldwide).This will still be the case globally, in Europe and in NAFTA in 2030 (see Figure 9).

Ecosystem strategy heat map
The ecosystem strategy heat map (see Figure 10) shows which Ecosystem Domains have the greatest growth potential worldwide up to 2030 and which Life Areas these domains are located in.It thus provides an intuitive initial overview for future positioning of businesses.

Growth rates in Europe and NAFTA below global level
The results of the Life Areas analysis show that the expected growth rates of Ecosystem Domains are significantly higher on a global level than in NAFTA and Europe (see Figure 11).it's about extending your value proposition by applying it to previously unrelated products and services.A good example of this is Google Nest: this started with a smart digital thermostat that can be controlled on the go.Then came security features, and finally the system was opened up to other companies: fitness trackers from Fitbit can now tell the system when you're awake, and cars from Mercedes-Benz can share their location so that your heating comes on at the right time 24 .

Highest global ecosystem growth rates within B2B services
Business ecosystems will dominate the future of economic thought and action.
In this study, we have presented a framework for the new ecosystem era and calculated values to create a sense of the scale of these changes.
To help shape this transformation, we conclude with recommendations for action and an answer to the question of how to navigate this new business landscape.

Establish an ecosystem mindset and invest in change management
Like almost every change, this one starts in your mind.So, the first step to successfully transform yourself and your business for the ecosystem era is to develop an ecosystem mindset.This will be crucial for overcoming industrybased thinking and establishing the new mindset among you and your colleagues and throughout your entire organisation: everyone must anchor the needs of their customers in their thinking (just like the Life Areas) and look for answers in partnership-oriented ecosystems.
This mindset also includes an awareness of the need for significant investment of both time and money: never forget that the largest ecosystem companies (e.g.Amazon or Uber) had to overcome a long dry spell of unprofitable years.Step 1 How to navigate the new business landscape Step 3

Take stock and analyse your organisation's capabilities
The third step is to take stock and to honestly analyse your organisation's capabilities and its product portfolio.Think about who the end users of your products and services are and which human needs you meet.During this analysis, remember to focus on the value you can contribute to an ecosystem.Your value proposition must contribute to increasing the value of the entire ecosystem.In turn, the ecosystem must increase your own value generation.This interaction between all the players involved is the only way for ecosystems to realise their full potential and go beyond conventional partnerships.To perform the necessary analysis, it is essential to answer three questions for your business: These basic strategies are intended to show a possible position and thus serve as a reference.The strategy options must fit the current positioning of your organisation; therefore, your company must either already have the necessary assets and capabilities, or be in a position to obtain them.In combination with our quantified market potential, you can derive real options for action to position your company in the ecosystem-based economic order.
Step 5 Step 6 How to navigate the new business landscape Find the right partners, invest in trust and in-depth understanding Once your target position has been determined, the fifth step is to go in search of partners who you can work with to achieve the targets and implement the strategies.Consider which products, services and capabilities from other companies could be leveraged to complement your offerings and better serve the human needs of your customers.Remember: in the age of ecosystems, very few companies can succeed alone.Be creative here, and do not prematurely rule out partners just because working together with them was previously unthinkable.It is often the unconventional partnerships that create the greatest value.
This step is based on your position and the value you bring to the ecosystem.You should focus your efforts on this value.For other issues, search for partners with a core purpose focused on these issues.These may well be capabilities that are very close to your core contribution, so ask yourself the following questions: • What do you need to make your own core capability better than everyone else's?• Which partners can help you fill those gaps without compromising the differentiation of their value proposition in the marketplace?• Are there areas of high risk that should be shared with partners?
The answers to these questions will show you which partnerships you should enter.Once a decision has been made, it is not set in stone and may change over time, and will be driven by external factors as well.For fruitful partnerships, more is needed than a cooperation agreement or joint launch events.For this to succeed, it is helpful to conduct objective performance measurements to show each player that they are all investing in the ecosystem to the best of their abilities and thus benefiting from it26 .
When selecting your partners, make sure that they are prepared to adopt a sustainable way of doing business.We are convinced that sustainability will become very important in the future, especially in the Life Areas Mobility, Living and Consumption and the corresponding Ecosystem Domains.But it is also highly likely to gain importance in other areas, driven by considerations such as energy issues.

Pull everything together and put it into practice
The sixth and final step: pull everything together, put it into practice, and you and your organisation will be equipped to succeed in the ecosystem world.
It is likely that you will not manage to finalise all steps on the first try: there will always have to be adjustments, and several iterations will be necessary.You will probably find that the shape of the ecosystem as you envisioned it at the beginning of the process bears little relation to what develops in practice.There will be ups and downs along the way, but remember that some of the greatest ecosystems have had some failures on their journeys -and without those failures, they would not be where they are now.Therefore, a key success factor for building your ecosystem is learning from things that do not go as planned.
To get started with the ecosystem project for your business and to go through the individual steps, the Ecosystem Strategy Map will help you.Starting with your current ecosystem positioning, the map can help you to gain valuable insights when kicking off your ecosystem project.It can be further used to develop a strategy to work out the best moves to your target position, which is the basis of your ecosystem strategy.Finally, it can also help you to identify new partners and create ecosystem offerings.

Fig. 1
Fig. 1Market value of the 10 most valuable companies in 2011 and 2021 Fig. 3Enablers, Realisers and Orchestrators Fig. 5Ecosystem Domains Fig. 7Global ecosystem Life Area growth map (forecast of global growth up to 2030) Fig. 9 Size of Ecosystem Domains in 2019, 2025 and 2030

Fig
Fig. 10 Ecosystem strategy heat map (based on global growth up to 2030)

Fig
Fig. 12 Economic attractiveness of Ecosystem Domains

21 Holistic Wellbeing is the third- largest Ecosystem Domain within NAFTA
Global business ecosystems 2030 In the NAFTA region, Holistic Wellbeing is currently the third-most attractive Ecosystem Domain ($3,160.44bn) and is expected to remain in this

11 Growth rates of Ecosystem Domains
Fig.
First, you must understand what is important to your partners, what motivates them, and what is at the core of their DNA.This is best achieved when you and your partners work closely together, without necessarily expecting a concrete result.Closely connected to this is a high level of mutual trust, which is necessary to jointly build a successful business ecosystem.