What do Amazon, Google, Visa and AirBnB all have in common? They are all platform businesses. They know they can go beyond their industry segments. They capitalize on wider ecosystems that strengthen their offering and expand commercial opportunities. And now your business can do the same.

How to play the ecosystem game?

Timo Vuori and his two books on platforms, strategy and leadership

Thriving in Ecosystems: Understanding Customer Needs, Managing Identity, and Harnessing Emotions for Collaboration

Tero Ojanperä and Timo Vuori at the launch event of their book Platform strategy

1.Understand what customers want and how to best deliver the value – in collaboration with other companies

Ojanperä & Vuori’s book Platform strategy provides a good foundation for this (see here)

2. Manage your own (firm) identity and emotions: you are no longer an independent actor with hierarchical power, but a node in an ecosystem. You need to accept that reality or you will fail

Vuori and Tushman's (2024) article highlights the critical need for firms to adapt their identity and manage emotions during platform transitions, resonating with the directive to accept being a "node in an ecosystem." To guide leaders in this challenging shift, the following key insights offer actionable perspectives:

  • Platform transitions challenge long-held assumptions about your firm's role. Recognize that traditional hierarchies are no longer effective, and proactively redefine your position within the broader ecosystem. Accepting this reality will empower your organization to stay relevant and agile in a dynamic environment.

  • Losing direct control over activities can feel like an identity threat, but it is also a chance to build value collaboratively. Focus on fostering strong partnerships and influencing the ecosystem rather than owning every component outright.

  • Strategic decisions are rarely purely rational in ecosystems. Leaders must be mindful of how emotions, such as fear or hope, influence decision-making. Build emotional intelligence within your leadership team to ensure these feelings contribute positively to your strategy.

  • Prolonged emotional strain can erode your team's decision-making abilities. Prioritize creating a culture of psychological safety, where tough decisions can be made with clear focus and open dialogue, reducing the risk of emotional bias.

3. To motivate other actors to collaborate in an ecosystem, appeal to their emotions, in addition to rational logic

The findings of Vuori and Huy (2017) offer practical insights for business leaders and practitioners aiming to succeed in inter-organizational collaboration, particularly in emerging industries. Here are the key takeaways:

  • Successful collaboration requires understanding that people’s decisions are influenced not only by rational logic but also by cognitive limitations and emotional responses. Companies like EMO, which recognized this and actively engaged potential partners on an emotional level, were more effective in building trust and creating strong partnerships. Practitioners should consider how emotional factors, such as passion and authenticity, can enhance their appeal to collaborators.

  • Demonstrating action ("being a doer") is more compelling to potential partners than just talking about plans ("being a talker"). EMO’s ability to showcase its commitment and enthusiasm for electric cars differentiated it from A-NE, which struggled to translate its plans into action. Practitioners should focus on concrete actions and visible progress to signal credibility and inspire confidence in their capabilities.

  • Emotional influence plays a critical role in shaping how potential partners perceive the benefits of collaboration. EMO’s practices made it appear more passionate and aligned with the shared vision of the ecosystem. Leaders should not underestimate the power of emotional resonance when motivating others to collaborate, as it can strengthen partnerships and foster a sense of shared purpose.

  • While having a clear vision for the industry’s future is essential, it must be supported by an actionable plan that resonates both rationally and emotionally with stakeholders. Practitioners should develop implementation strategies that align with their vision and address the emotional and cognitive needs of their partners.

By leveraging these insights, practitioners can build stronger collaborative networks, enhance their organizational influence, and achieve better results in competitive and dynamic environments.