Digital Business Ecosystem Under The Hood 
Five Anxieties of Tech CEO
“Don’t hope to impress customers with the language they won’t understand. Instead, impress them with how much you understand them,” the post said. “The reality is that jargon varies so much from organization to organization – and even from department to department inside of an organization – that it’s always better to speak in plain terms than to risk fanciful obscurity.”
In an ecosystem, we typically see three types of horizontal business models emerge - Aggregators, Integrators, and Infrastructures - which may be distinguished based on their position in the value chain. Additionally, firms may specialise and act as capability providers.
- The first is dealing with increasing individual and team performance. Technology moves at such a rapid pace that is challenging to keep up with evolving new concepts.
- The second is with doing more with less – either with resources (people and budgets) or time to meet the company goals.
- Most technology organisations have developed specializations over the years and the CEO experiences the third anxiety of leveraging with partner organisations as specializations are all over.
- Often, either the organization, the investors or the board has a new vision, and the CEO now needs to deal with the fourth anxiety of how to synchronize one’s execution with a new vision.
- Finally, the technology world has grown global and technology teams take the job to where the talent is. This now means managing and leading the global workforce, the fifth anxiety.
Replacing the Sales Funnel with Flywheel
Using a flywheel to describe a business allows us to focus on how to capture, store and release our own energy, as measured in traffic and leads, free sign-ups, new customers, and the enthusiasm of existing customers. It’s got a sense of leverage and momentum.
Using a flywheel to describe a business allows us to focus on how to capture, store and release our own energy, as measured in traffic and leads, free sign-ups, new customers, and the enthusiasm of existing customers. It’s got a sense of leverage and momentum.
The metaphor also accounts for the loss of energy, where lost users and customers work against our momentum and slow our growth.
The two dynamics that make our flywheel spin fast: are force and friction.
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