Leadership in Sustainable Ecosystems

Operating as a leader within an ecosystem requires a multifaceted approach that is adaptive to address the complex environment. This applies in biology and now in business organisations, and the bioeconomy deploys renewable resources to produce food, energy, and goods. Today’s pro-growth strategies require value propositions that are attractive to stakeholders. Times have moved beyond the old economic model of performance ; we now operate in a multi-stakeholder ecosystem marketplace. A crucial currency is one of value; this chapter considers several examples of leadership value creation along the transition journey. As discussed in this book, SSM requires leaders to detect emerging trends and changes in ecosystems. This will provide early warning signs about shifts in stakeholder behaviour, artificial intelligence, and regulatory changes. Strategic foresight tools are used to prepare for multiple futures, enabling leaders to create contingency plans that strengthen their resilience. Leadership for sustainable ecosystems will involve how formal organisational design impacts the innovation of its members. In addition, managing cooperative strategy with other businesses and collaborative endeavours between industry and government are mentioned. The Green Banks Mini Case Study takes a brief stock of the provision of green finance. Coca-Cola Corporation is used as a Strategy Nugget to illustrate another example of corporate backtracking.