Business Commons^™

How To Successfully Harness The Power Of Partners With The Ecosystem Advantage, Arnoud De Meyer

Arnoud De Meyer

In a recent research published by Professor Arnoud De Meyer, President and Professor at the Singapore Management University and Professor Peter Williamson, who is a Professor of International Management at Judge Business School at Cambridge, they described six keys to unlocking the ecosystem advantage. These are pinpointing where value is created; defining an architecture of differentiated partner roles; stimulating complementary partner investments, reducing the transaction costs, facilitating joint learning across the network; and engineering effective ways to capture profit.

But what does all this mean to companies especially since customers today are increasingly demanding complex, integrated solutions rather than standardised …

‘Campus Connect’: An Infosys Program To Develop India’S Information Technology Ecosystem, Arnoud De Meyer, Peter Williamson, Havovi Joshi, Christopher Dula

Arnoud De Meyer

This case is set in April 2013, and discusses the key elements that have contributed to the success of Infosys Ltd’s Campus Connect Program (CC) in developing India’s IT talent over the past eight years. The CC programme had been developed by Infosys in response to a growing belief among India’s IT industry majors that the large number of fresh graduates they were looking to recruit from engineering colleges were neither readily employable nor sufficiently industry-ready. The programme was envisaged to address this problem through an industry-academia initiative that would architect the education experience of engineering students. The goal was …

Rolls-Royce In Singapore: Harnessing The Power Of The Ecosystem To Drive Growth, Arnoud De Meyer, Peter Williamson, Havovi Joshi, Christopher Dula

Arnoud De Meyer

This case is set in April 2013, and discusses the key elements that have contributed to the successful operations of the Rolls-Royce Singapore Seletar Campus. The new facility has clearly succeeded in its objective to develop a talent ecosystem of engineering excellence, which would be a key factor in enabling the Group to significantly increase in size as the decade progresses. In 2006, Rolls-Royce had decided to expand its production capacity and set up operations outside the UK to meet growing customer demands and future growth. Asia was the Group’s largest and fastest growing market, with almost half of their …