Webinar Recap: Boards’ Strategic Leadership of Ecosystems

On March 7, Boards Impact Forum, in collaboration with the Scandinavian Executive Institute, hosted a webinar on Boards’ Strategic Leadership of Ecosystems. The session explored how board directors can develop a deeper understanding of corporate ecosystems, take a more active role in their governance, and navigate the complexities of sustainability, AI, and geopolitical shifts.

Corporate ecosystems have become essential for delivering competitive value propositions. As companies increasingly rely on networks of interdependent organizations, boards must ensure that they are strategically positioned to benefit from ecosystem participation.

Table of Contents

Why Ecosystems Matter for Boards

The webinar opened with a keynote by Professor Andrew Shipilov, Professor of Strategy at INSEAD, who defined ecosystems as networks of firms creating joint value through non-generic complementarities. He distinguished ecosystems from traditional partnerships, emphasizing that companies must decide their strategic role—whether as an orchestrator, core partner, complementor, technology enabler, or reseller.

Shipilov introduced the Ecosystem Canvas, a structured tool for mapping out a company’s position in an ecosystem. The canvas helps boards assess:

What value the ecosystem creates and how it serves customer needs.
Who the key players are and their respective roles.
How the company monetizes its position within the ecosystem.
What strategic decisions should guide the organization’s involvement.

Using a case study from the healthcare sector, Shipilov demonstrated how companies can apply the framework to make strategic decisions, avoid vague or superficial ecosystem initiatives, and ensure that ecosystem engagement delivers tangible business value move beyond vague discussions and use structured frameworks to ensure ecosystem strategies are well-governed.

The Role of Ecosystems in Board Strategy

The discussion, moderated by Liselotte Engstam and Fernanda Torre, also featured Ingrid Stenmark (Chair at Accessbolaget, NED at multiple companies) and Francesco Burelli (NED, Partner at Arkwright Consulting AG). They shared experiences from different industries, revealing how ecosystem engagement varies across boards.

Ingrid Stenmark, reflected on the varying degrees of ecosystem awareness across different boards. She noted that in some of her boards, ecosystem strategy is actively discussed and integrated into long-term planning, while in others, the topic remains largely unexplored.

She highlighted that companies operating in sectors such as telecommunications and digital infrastructure often have clearer ecosystem roles, such as technology enablers or complementors, while companies in more traditional industries may still view ecosystems as an optional strategy rather than a necessity.

Stenmark emphasized that boards must improve their understanding of ecosystems as part of their strategic oversight responsibilities. This requires deeper engagement with management and more structured approaches to ecosystem discussions during board strategy sessions.

Challenges in Governance and Decision-Making

Francesco Burelli, brought in his experience advising boards and management teams on ecosystem strategy, partnerships, and digital transformation. He emphasized that many boards still struggle to define how ecosystems fit into their governance structures.

Burelli explained that many organizations have treated ecosystems as a buzzword, incorporating the term into corporate narratives without clear criteria for assessing value creation or risk management. He stressed that boards should ask specific questions to determine whether an ecosystem approach is a strategic imperative or merely an optional add-on.

He also noted that while some industries, such as banking and technology, have long embraced ecosystem strategies, many boards still lack clear mechanisms to monitor and govern ecosystems effectively. He suggested that temporary ad hoc strategy committees could help boards evaluate ecosystem engagement without requiring permanent structural changes.

The Board’s Role in Bridging Information Gaps

Throughout the discussion, Andrew Shipilov emphasized that boards often lack access to the same level of information as management when it comes to ecosystem strategy. Unlike traditional governance areas such as finance and compliance, which have well-established board oversight processes, ecosystem strategy is still an emerging field where directors may struggle to challenge management decisions effectively.

Shipilov highlighted the importance of structured conversations between the board and management to align on the company’s role within an ecosystem. He suggested that boards should avoid high-level, generic discussions and instead use tools like the Ecosystem Canvas to break down the specifics of the company’s ecosystem participation.

One of the main takeaways from the discussion was that strategy committees or dedicated sessions on ecosystem governance can help boards close this information gap. Rather than treating ecosystems as a standalone topic, boards should integrate ecosystem considerations into their broader risk, innovation, and strategic discussions.

Key Takeaways for Board Directors

Ecosystem strategy should be an integral part of board discussions, not just a response to specific investments or challenges.
Boards need structured governance frameworks to assess and oversee ecosystem participation.
Education is critical—directors must deepen their understanding of ecosystem governance, sustainability, and digital transformation to make informed decisions.
Board structures may need to evolve, incorporating strategy committees or ad hoc task forces to ensure ongoing engagement with ecosystem strategy.
Collaboration across industries is becoming increasingly important, as ecosystems often span multiple sectors and regulatory environments.

The discussion underscored that ecosystem strategy is no longer optional—it is a core aspect of corporate success in the digital and sustainability-driven economy. Boards that proactively engage with ecosystem strategy will be better positioned to navigate disruption, create value, and ensure long-term resilience.