{"id":1776,"date":"2020-10-21T08:37:03","date_gmt":"2020-10-21T06:37:03","guid":{"rendered":"https:\/\/mesg.ch\/?p=1776"},"modified":"2020-10-21T08:37:03","modified_gmt":"2020-10-21T06:37:03","slug":"egosystem-vs-ecosystem-two-perspectives-on-our-world","status":"publish","type":"post","link":"https:\/\/mesg.ch\/en\/egosystem-vs-ecosystem-two-perspectives-on-our-world\/","title":{"rendered":"Egosystem vs. Ecosystem – two perspectives on our world"},"content":{"rendered":"\r\n

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von Sebastian Marshall<\/a><\/p>\r\n

Science gets misused in multiple ways and for many purposes only some of which are helpful. Here I\u00b4d like to misuse it\u00a0once more\u00a0to convey a concept that has been very helpful for us at the\u00a0Management Experts St Gallen\u00a0in forming our ideas about how we want to operate.\u00a0It is also,\u00a0I believe,\u00a0essential to the business world of the future.\u00a0I want to contrast\u00a0two different\u00a0ways of seeing the world, as an Ecosystem and as an\u00a0Egosystem. It turns out that\u00a0at root,\u00a0both\u00a0ways of seeing\u00a0are\u00a0hardwired into our brains and that if we wish, we can switch\u00a0or transform our view from one to the other.\u00a0\u00a0<\/p>\r\n

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Egosystem\u00a0Perspective\u00a0<\/strong>
\u00a0
The\u00a0Egosystem\u00a0perspective is based on the\u00a0belief\u00a0that life is a fight for survival. The more power, status, goods and resources\u00a0I have, the safer\u00a0I am. Fighting, competing and crafty power games is the way to win and as long as \u201cI\u201d or \u201cwe\u201d win (however the\u00a0\u201cwe\u201d\u00a0is defined) that is enough, it doesn\u00b4t matter what happens to \u201cthem\u201d. Take this up a couple of levels in the hierarchy of systems and you get the worst forms of profit orientation.\u00a0As long as\u00a0we make a profit, it doesn\u00b4t matter about the rest \u2013 how we do it, our values, employees, society at large or the environment.\u00a0
\u00a0
Books such as Richard Dawkins\u00b4 “The Selfish Gene” (1976) appeared to strengthen the\u00a0Egosystem\u00a0idea and were (mis-)used to provide support for the capitalist and neo-liberal schools of business and economics that would argue “The purpose of a company is to enrichen its shareholders”. Seen globally, this is still the predominant paradigm today \u2013 try asking any international group of managers the question \u201cWhy are we in business?\u201d!\u00a0<\/p>\r\n

Ecosystem\u00a0Perspective\u00a0<\/strong>
\u00a0
Since its introduction in 1935 by Arthur\u00a0Tansley, the term Ecosystem has become globally known and used.\u00a0 Biologists, Ecologists and Earth System Scientists are discovering more and more fascinating examples of how animals, plants, rocks, atmosphere,\u00a0oceans\u00a0and rivers all interact with each other to create the rich variety of different Ecosystems we understand and live in. Today we know that algae in the oceans help to create planet cooling clouds, that trees share water and nutrients,\u00a0and that each of us has trillions of bacteria living in our guts. While some of the interactions in an ecosystem\u00a0can be seen as\u00a0competitive, scientists now understand and acknowledge that cooperation and co-evolution play an equally important, some would say, even more important role.\u00a0
\u00a0
This idea of different elements of a system\u00a0co-evolving and\u00a0interacting\u00a0in mutually beneficial ways has been adopted by\u00a0business. Today we talk about \u201cInnovation Ecosystems\u201d\u00a0in which\u00a0companies, researchers and investors\u00a0collaborate\u00a0and\u00a0\u201cSupply Chain Ecosystems\u201d\u00a0in which\u00a0a co-operation of services, suppliers, customers and producers\u00a0share\u00a0information and resources.\u00a0
\u00a0
What we are building at the MESG is a\u00a0Consulting Ecosystem in which\u00a0a\u00a0fluid\u00a0collective\u00a0of individuals\u00a0and\u00a0organizations,\u00a0share\u00a0services,\u00a0knowledge\u00a0and resources,\u00a0and\u00a0focus their\u00a0strengths\u00a0on generating customer value and solving customer problems.\u00a0<\/p>\r\n

In-Group and Out-Group\u00a0<\/strong>
\u00a0
From\u00a0Game Theory,\u00a0we\u00b4ve known for years that\u00a0while\u00a0competitive behaviour brings rewards to some in the short term, all players can profit more in the long term if everyone cooperates.\u00a0It is not rocket science, everyone knows\u00a0that in their family it is better to co-operate than to compete\u00a0– it is a question of where\u00a0you draw the line between\u00a0\u201cIn-Group\u201d and \u201cOut-Group\u201d.\u00a0Recent neuroscience studies\u00a0suggest that\u00a0we have two different modes of\u00a0behaviour that are hardwired\u00a0in our\u00a0brains for these two different categories,\u00a0the \u201cus\u201d and the \u201cthem\u201d, the\u00a0friend\u00a0and the enemy.\u00a0The studies reveal that we slip\u00a0unconsciously\u00a0from competitive to collaborative modes\u00a0according to\u00a0how our\u00a0brains\u00a0categorize a particular person or\u00a0set\u00a0of people.\u00a0This\u00a0insight\u00a0has huge\u00a0implications\u00a0for how we deal with\u00a0political, gender,\u00a0race\u00a0and religious conflicts.\u00a0<\/p>\r\n

This video shows one of those studies:<\/p>\r\n

\"\"<\/a><\/p>\r\n

So\u00a0the key question is: Can we\u00a0switch\u00a0this hardwired\u00a0mode\u00a0of seeing the world\u00a0deliberately and consciously by reflecting and thinking about it?\u00a0I believe so\u2026\u00a0
\u00a0
What is\u00a0the \u201cus\u201d? Is it\u00a0just\u00a0me? Is it my\u00a0family? My\u00a0team? Is it my department, my division,\u00a0my silo,\u00a0my company?\u00a0Where is the boundary between us\u00a0and\u00a0them?\u00a0Does it make sense to expand this \u201cus\u201d thinking down the supply chain,\u00a0out to the customer\u00a0or\u00a0out to co-operation partners\u00a0or even\u00a0out to\u00a0competitors?\u00a0What new business models might\u00a0then\u00a0become possible?\u00a0<\/p>\r\n

A Transformation in Progress\u00a0<\/strong>
\u00a0
More and more companies today recognize that corporate decisions based\u00a0solely\u00a0on the shareholder value concept\u00a0and behaviour based on\u00a0the\u00a0Egosystem\u00a0idea\u00a0lead in the long-term to a destruction rather than a creation of value in environmental,\u00a0societal\u00a0and monetary terms. Now the Purpose Driven Company aims to build its Corporate Governance around the contribution that a company makes to society, and to the larger economic Ecosystem to which it belongs.\u00a0\u00a0Perhaps not surprisingly, most employees find this more motivating.\u00a0
\u00a0
At a practical level\u00a0for organizations\u2026\u00a0<\/strong>
\u00a0
This has far-reaching implications for\u00a0who we hire and who we promote, for the kind of behaviour we reward, for the way we form company culture with values and principles and for the way we ask our leaders to lead and the example they set.\u00a0It\u00a0\u00a0also\u00a0has implications for how we think about our strategy for supply chains, for joint ventures, for cooperative research and innovation as well as for all kinds of cross-functional collaboration.\u00a0Many companies are\u00a0already\u00a0transforming their cultures\u00a0today along these lines.\u00a0
\u00a0
\u00a0
At a practical level for individuals\u2026\u00a0<\/strong><\/p>\r\n


The Ecosystem Paradigm\u00a0invites\u00a0us to expand the boundaries of our “In-Group” and collaborate with others rather than compete. Last year during a workshop that I gave in Asia, a Regional Director of a global organisation kept repeating the phrase “Smart people work together!”. Take this as a guiding motto and whenever you feel yourself getting drawn into a stand-off or confrontation with an employee, colleague, boss, customer, or supplier remind yourself: “Smart people work together!”. This is the simple translation, at a\u00a0personal\u00a0level of the Ecosystem Ideal\u00a0– most of us still have some work to do\u00a0here!\u00a0<\/p>\r\n","protected":false},"excerpt":{"rendered":"

          von Sebastian Marshall Science gets misused in multiple ways and for many purposes only some of which are helpful. Here I\u00b4d like to misuse it\u00a0once […]<\/p>\n","protected":false},"author":4,"featured_media":1790,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[67,68],"tags":[69,72],"class_list":["post-1776","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-kultur-transformation-en","category-vision-zweck-en","tag-fuehrung-en","tag-organisation-en"],"yoast_head":"\nEgosystem vs. Ecosystem - two perspectives on our world - MESG<\/title>\n<meta name=\"description\" content=\"MESG = Management Experts St. Gallen. 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