????現(xiàn)在，許多公司都明白了生態(tài)系統(tǒng)的好處，也知道把其中的參與者相互聯(lián)系起來能帶來價(jià)值。構(gòu)成這個(gè)系統(tǒng)的包括供應(yīng)商、合作伙伴、制造商和消費(fèi)者。舉例來說，一臺傳真機(jī)沒什么價(jià)值。但和另一臺傳真機(jī)連起來之后，它突然就有了價(jià)值，盡管它本身沒有任何變化。連在一起的傳真機(jī)越多，價(jià)值就越大。

????現(xiàn)在，想象一下這樣的情形：這些傳真機(jī)會相互學(xué)習(xí)，它們通過互動掌握了新的能力，可以更好地完成工作。連接在一起的傳真機(jī)越多，互動的潛力就越大，學(xué)習(xí)的速度就越快。

????這就是動態(tài)生態(tài)系統(tǒng)的根本動力：參與者互動的目的是更快地學(xué)習(xí)，自我完善，具備更多能力，同時(shí)提升整個(gè)系統(tǒng)的價(jià)值。這個(gè)系統(tǒng)中的成員思路和資源共享，深感目標(biāo)一致、充滿熱情，能夠?qū)W會如何更好地使用某種產(chǎn)品和服務(wù)，這些都會給成員帶來裨益。

????現(xiàn)在看一下樂高機(jī)器人（Lego Mindstorms）社區(qū)。有了這個(gè)平臺后，樂高發(fā)現(xiàn)絕不是只有12歲的小男孩才喜歡樂高機(jī)器人。這家公司鼓勵(lì)粉絲分享已經(jīng)組裝好的和正在組裝的樂高機(jī)器人。粉絲們也在探討著他們遇到的困難和他們發(fā)現(xiàn)的解決辦法，組裝出新機(jī)器人或者找到新方法的粉絲能在這個(gè)平臺上獲得認(rèn)可和獎(jiǎng)勵(lì)。

????樂高讓所有人都能接觸到它的機(jī)器人軟件。粉絲們則對這款軟件進(jìn)行了修改和擴(kuò)展，以便共享。樂高定期向粉絲們發(fā)起挑戰(zhàn)，促進(jìn)了他們之間的團(tuán)隊(duì)合作。比如，樂高最近提出的挑戰(zhàn)是“組裝一個(gè)可以幫助老年人提高生活質(zhì)量的機(jī)器人”?，F(xiàn)場活動給了那些狂熱愛好者面對面展示技能的機(jī)會。參與者還可以申請加入一個(gè)名叫“Mindstorms Community Partners”的專門團(tuán)隊(duì)。它的任務(wù)是為樂高想出新點(diǎn)子，開發(fā)并測試新產(chǎn)品和新的軟、硬件。

????目前，商業(yè)生態(tài)系統(tǒng)大多為靜態(tài)系統(tǒng)，關(guān)注重點(diǎn)是在一定數(shù)量的參與者之間就一批固定的資源進(jìn)行協(xié)調(diào)。但企業(yè)可以把它們轉(zhuǎn)化為動態(tài)系統(tǒng)。比如說，連鎖咖啡店可以向杯子和紙制品供應(yīng)商提出挑戰(zhàn)，讓它們解決食品和飲料突然灑出來的問題。或者，它還可以提出一項(xiàng)覆蓋面更廣的挑戰(zhàn)，內(nèi)容是消滅包裝廢棄物或者降低整體碳排放水平，同時(shí)鼓勵(lì)自己的合作伙伴共同來解決這個(gè)問題。這樣的挑戰(zhàn)能促使生態(tài)系統(tǒng)中的成員開展合作，建立相互聯(lián)系。由此產(chǎn)生的結(jié)果就是在一個(gè)較大的靜態(tài)系統(tǒng)中培育出一個(gè)、或多個(gè)動態(tài)生態(tài)系統(tǒng)。

????結(jié)論是，通過動態(tài)生態(tài)系統(tǒng)可以創(chuàng)造更多價(jià)值（如果采用正確的方法，它就會擁有不斷產(chǎn)生價(jià)值的能力），但建立這樣的系統(tǒng)需要全新的態(tài)度。在競爭中實(shí)現(xiàn)更好地協(xié)作比贏得競爭更重要，在這種情況下，人們面臨的最大風(fēng)險(xiǎn)可能是錯(cuò)過在動態(tài)生態(tài)系統(tǒng)中參與快速學(xué)習(xí)、完善自我表現(xiàn)的機(jī)會。

????本文作者約翰?哈格爾三世是德勤管理咨詢公司董事，在德勤設(shè)在硅谷的Center for the Edge擔(dān)任聯(lián)合董事長。本文作者約翰?史立?布朗是Center for the Edge獨(dú)立聯(lián)合董事長。（財(cái)富中文網(wǎng)）

????譯者：Charlie

????By now, many businesses are aware of the benefits of ecosystems -- communities of suppliers, partners, vendors, and customers -- and the idea that there's value to connecting participants with each other. One fax machine alone, for example, has no value. Connect that fax machine to another, however, and suddenly the machine has value even though nothing about it has changed. The value grows with each additional machine connected.

????Now imagine that the fax machines can learn from each other, gaining additional capabilities and getting better at what they do with each interaction. The more fax machines connected, the greater potential for interactions and the greater the rate of learning.

????That is the fundamental power of a dynamic ecosystem: Participants interact with each other with the goal of learning faster, getting better, and increasing the capabilities of each participant and the value of the entire community.

????In a dynamic ecosystem, participants benefit from sharing ideas and resources, a sense of common purpose or passion, and from learning how to use a product or service better.

????Consider the Lego Mindstorms community. Once its platform was in place, the company discovered that the love of Lego robotics extended well past the 12-year-old boy. The group encourages members to share completed and ongoing projects. Members discuss challenges they are having and solutions they have discovered, while the platform allows them to be recognized and rewarded for developing new products or expertise.

????Lego makes its robotics software openly accessible, and Mindstorms members have modified and built extensions off of it that they can share with each other. Periodic challenges, such as the most recent "to build a robot that can be used to improve the quality of life for senior citizens," encourage members to team up. Live events allow enthusiasts to meet in person and showcase their skills. Participants also have the opportunity to apply to be part of an exclusive team, the Mindstorms Community Partners, which develops and tests new ideas, products, software, and hardware for Lego.

????Most business ecosystems today are static. They focus on coordinating a fixed set of resources among a limited set of participants. But companies can turn those static communities into dynamic ones. For example, a coffee chain might pose a challenge to its cup and paper goods suppliers to solve the problem of accidental food and beverage spills. Or the company might pose a broader challenge of eliminating packaging waste or reducing its overall carbon footprint and encourage its partners to work together on the problem. Such challenges allow members to work together and begin forming relationships with each other. The result: one or more dynamic ecosystems nested within a larger, static one.

????The bottom line is that you can derive more value out of a dynamic ecosystem (if done right, it can be the gift that keeps on giving) but creating one requires a new attitude. In a world where out-collaborating the competition is more important than out-competing it, the greatest risk you face might be in missing the opportunity to participate in the rapid learning and performance improvement of a dynamic ecosystem.

????John Hagel III, director in Deloitte Consulting LLP, is the co-chairman of the Deloitte Center for the Edge based in Silicon Valley. John Seely Brown is the independent co-chairman of the Deloitte Center for the Edge.