Grad Business Ecosystems Agent Skill

Business Ecosystems (Moore)

Overview

Moore's business ecosystem framework conceptualizes industries as co-evolving communities of firms, customers, and other stakeholders that collectively create and capture value. Ecosystems progress through four stages (birth, expansion, authority, renewal), and participants occupy distinct roles — keystone, dominator, or niche player — each with different strategies and implications for ecosystem health.

When to Use

• Analyzing platform-based markets or multi-firm value creation networks
• Evaluating strategic positioning within an industry ecosystem
• Assessing why an ecosystem is thriving, stagnating, or collapsing
• Planning entry strategy into an existing ecosystem or designing a new one

When NOT to Use

• When the industry is best modeled as atomistic competition (no co-evolution)
• When the analysis focuses on a single firm's internal strategy (use RBV or dynamic capabilities)
• When formal supply chain analysis with contractual specificity is needed

Assumptions

IRON LAW: Ecosystem health depends on DIVERSITY and PRODUCTIVITY — a
dominant player that extracts too much value destroys the ecosystem
it depends on.

Key assumptions:

• Firms co-evolve — strategy is shaped by and shapes the broader ecosystem
• Value is created collectively and distributed among ecosystem participants
• Ecosystem leadership requires nurturing the ecosystem, not just capturing value
• Ecosystems have life cycles — what works in birth stage fails in renewal stage

Methodology

Step 1: Define the Ecosystem Boundary

Identify the ecosystem: core value proposition, platform or focal firm, and key participant categories (suppliers, complementors, customers, competitors).

Step 2: Assess the Ecosystem Stage

| Stage | Characteristics | Key Challenge |

|-------|----------------|---------------|

| Birth | Entrepreneurs define value proposition around a seed innovation | Protect ideas, build initial partnerships |

| Expansion | Scaling to broad market, attracting complementors | Achieve critical mass, fend off alternative ecosystems |

| Authority | Stable architecture, clear leader, standards established | Maintain bargaining power, encourage continued innovation |

| Renewal | Mature ecosystem faces disruption or stagnation | Reinvent or be displaced by new ecosystems |

Step 3: Map Ecosystem Roles

Classify key participants: keystone (creates shared value, maintains platform health), dominator (captures most value, controls ecosystem), niche player (specializes in narrow segment).

Step 4: Evaluate Ecosystem Health

Assess three health metrics: productivity (value created per participant), robustness (survival rate of participants), and niche creation (diversity of roles and opportunities).

Output Format

## Ecosystem Analysis: [Context]

### Ecosystem Definition
- Core value proposition: [what the ecosystem delivers]
- Focal firm/platform: [the central orchestrator]
- Key participants: [complementors, suppliers, customers, competitors]

### Stage Assessment
- Current stage: [birth / expansion / authority / renewal]
- Evidence: [indicators supporting this assessment]
- Trajectory: [evolving toward which next stage]

### Role Map
| Participant | Role | Value Created | Value Captured | Strategy |
|-------------|------|---------------|----------------|----------|
| [name] | [keystone/dominator/niche] | [contribution] | [share] | [approach] |

### Health Assessment
- Productivity: [high/medium/low] — [evidence]
- Robustness: [high/medium/low] — [evidence]
- Niche creation: [high/medium/low] — [evidence]
- Overall health: [thriving / stable / declining / collapsing]

### Implications
1. [Strategic recommendation for target firm]
2. [Risk of ecosystem decline and mitigation]

Gotchas

• Ecosystem is NOT a metaphor for "industry" — it specifically implies co-evolution and interdependence
• Keystone strategy is not altruism — it is enlightened self-interest that sustains the value network
• Dominator strategies can succeed short-term but often destroy ecosystem health long-term
• Platform ecosystems add network effects dynamics not in Moore's original biological metaphor
• Do not assume one firm controls the ecosystem — leadership can shift, especially during renewal
• The four stages are not deterministic — ecosystems can skip stages or regress

References

• Moore, J. F. (1993). Predators and prey: A new ecology of competition. *Harvard Business Review*, 71(3), 75-86.
• Iansiti, M., & Levien, R. (2004). *The Keystone Advantage: What the New Dynamics of Business Ecosystems Mean for Strategy, Innovation, and Sustainability*. Harvard Business School Press.
• Adner, R. (2012). *The Wide Lens: A New Strategy for Innovation*. Portfolio/Penguin.