Marco Iansiti - The Keystone Advantage: What the New Dynamics of Business Ecosystems Mean for Strategy, Innovation, and Sustainability
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In The Keystone Advantage, Marco Iansiti and Roy Levien offer a new lens for understanding how these ubiquitous and complex business networks behave and explore the implications for strategy formulation, innovation, and operations management. Iansiti and Levien argue that biological ecosystems provide a powerful analogy to the functioning of business networks. Just as keystone species in nature play central roles in their ecosystems, companies such as Walmart, Microsoft, and Li & Fung deploy keystone strategies to actively shape and regulate the workings of their business ecosystems--dramatically improving their own performance in the process. Iansiti and Levien argue that the best keystones simplify the challenge of connecting a very large and distributed network of companies to their customers and provide platforms that other firms can leverage to increase productivity, enhance stability, and spur innovation.
Drawing from more than ten years of research and practical experience across a range of industries, the authors identify three specific roles that firms play within business ecosystems: keystone, dominator, and niche. The book lays out a framework any firm can use to assess the characteristics of its own ecosystem, reevaluate its technology and operations strategy, and formulate specific tactics for gaining sustainable competitive advantage.
Practical and insightful, The Keystone Advantage will help leaders, managers, and policy makers to understand, analyze, and successful execute strategy in todays networked environments.
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The Keystone Advantage
Building on a perceptive biological metaphor, Iansiti and Levien develop a thoughtful analytic framework for business ecosystems operating in our networked economy. With elucidative case studies, they identify alternative, role-based technology and operations strategies that companies can execute in the context of the dynamics and health of their ecosystem. The Keystone Advantage is a valuable contribution to business and technology strategy.
Dr. Robert Martin, former Chief Technology Officer, Bell Labs
Todays business climate requires ongoing innovation and rapid time to marketcompanies cannot get there on their own. AT&T is a real-life example of a keystone company integrating our in-house-owned and -controlled services with products and services from best-of-breed partners and suppliers. The authors show the imperative, and the method, for operating successfully within complex business ecosystems.
David Krantz, Vice President, Product Management, Strategy, & Business Development, AT&T Consumer Services
Iansiti and Levien present a wealth of biological system analogs and extensive industry casework to provide a powerful and compelling new lens for analyzing enterprise growth. The authors not only provide new frameworks, but also strategies and detailed approaches for succeeding in this new networked era.
Eric Pelander, Partner and Global Leader, Strategy and Change Services, IBM
No company is an island, and sustained success depends on embracing and leveraging business ecosystems. In The Keystone Advantage, Iansiti and Levien vividly illuminate the importance of business networks. Companies can no longer dwell within their own walls if they want to cultivate new capabilities and stay competitive. This book shows better than ever before how webs of vital external relationships profoundly impact the fortunes of companies large and small.
David Aronoff, General Partner, Greylock Partners
After reading The Keystone Advantage, business executives and strategic planners will never again view long-term success in a traditional way, i.e., based solely on strategic positioning and operational efficiency vis--vis customers, suppliers, and competitors. Using biological ecosystems as an analogy and real business examples from diverse industries, Iansiti and Levien present a compelling case that identifying your ecosystem and determining its health will ultimately determine your companys fate. More than just a neat idea, the book provides quantitative tools for companies to gauge the health of their current ecosystem and develop strategies to enhance their position.
Lou Tomasetta, President and Chief Executive Officer, Vitesse Semiconductor Corporation
The Keystone Advantage
What the New Dynamics of Business Ecosystems Mean for Strategy, Innovation, and Sustainability
Marco Iansiti
Roy Levien
Harvard Business School Press
Boston, Massachusetts
Copyright 2004 Harvard Business School Publishing Corporation
All rights reserved
No part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording, or otherwise), without the prior permission of the publisher. Requests for permission should be directed to , or mailed to Permissions, Harvard Business School Publishing, 60 Harvard Way, Boston, Massachusetts 02163.
Library of Congress Cataloging-in-Publication Data
Iansiti, Marco, 1961
The keystone advantage : what the new dynamics of business ecosystems mean for strategy, innovation, and sustainability / Marco Iansiti. Roy Levien.
p. cm.
ISBN 1-59139-307-8
1. Strategic planning. 2. Business enterprisesTechnological innovations. 3. Organizational effectiveness. I. Levien, Roy. II. Title.
HD30.28.I26 2004
658.4dc22
2004002105
eISBN: 9781633697577
This book is dedicated
to our children,
Alexander, Ethan, Isaac,
Julia, and Shira.
This book would not have been possible without the help and inspiration provided by an enormous number of people. The work is founded on a number of research projects and consulting assignments, and a large number of collaborators, research participants, and clients have had a major impact on its evolution.
First of all, without the help of many colleagues and Ph.D. students at Harvard University, this project could not have been accomplished. We would first like to mention Warren McFarlan, George Westerman, and Alan MacCormack. Much of the research for this book was done in collaboration with them and draws in major ways from their work. Warren was instrumental in exposing us to fascinating examples from Li & Fung, Merrill Lynch, and Charles Schwab and deserves much credit for extending our insights into new contexts. Similarly, George Westerman greatly expanded our understanding with his study of innovation in Internet retailing, which included brilliant insights on the importance and nature of integration in that context. Alan is a longtime collaborator and deserves much credit for our understanding of platforms and organizational adaptation. We also drew considerable insights and inspiration from our collaborations with H. T. Kung, and from many of the students in the Ph.D. program for Information Technology and Management, including Marcin Strojwas, Jason Woodard, and Feng Zhu, among many others. Many other colleagues, including Carliss Baldwin, Saikat Chaudhuri, Kim Clark, Lee Fleming, Frances Frei, Rob Huckman, Edward Jung, Mark Malamud, Andy McAfee, Gary Pisano, Jan Rivkin, Roy Shapiro, and Jonathan West, also had a major impact on this research by providing crucial insights and advice.
Many of the ideas and examples were drawn from work performed in real firms. We would like to thank Henry Liu, Greg Richards, Gregg Rotenberg, and Jeremy Schneider at Keystone (see www.key-inc.com), whose insights were fundamental to this book. Their work on projects for a variety of Global 1000 clients was invaluable in defining, framing, and grounding the ideas around keystone, dominator, and niche strategies. This work captured much of their thinking.
The book would also not have been done without the help of David Evans, who provided ongoing encouragement and many important insights, particularly around the concept of N-sided markets, and the network dynamics of the Visa platform. Davids NERA colleagues, including Richard Bergin, John Scalf, and Jay Wynn, also contributed greatly.
We are also thankful to a number of clients, specifically Microsoft and IBM. Much of this work was performed during engagements with them, and their insights were extraordinarily valuable. A number of executives, including Tom Burt, Tom Button, Joel Cawley, Drew Clark, Dan Hay, David Heiner, Gerry Mooney, Claudia Fan Munce, Joe Nastasi, Steven Sinofsky, Jim Spohrer, and Dee Dee Walsh, added greatly to our understanding of these phenomena. John Herr and Patrick Jabal from eBay, as well as Tim Brady and Katie Burke from Yahoo!, also provided invaluable contributions.
Strategy is becoming, to an increasing extent, the art of managing assets that one does not own.
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