Digital Ecosystems Rise to the Top of the Strategy Agenda
Digital ecosystem adoption has moved from buzzword to board-level priority. According to the inaugural Industrial Intelligence Report from AVEVA and IMD Business School, 74% of senior leaders now view digital ecosystems as a top strategic focus. The study, unveiled at AVEVA World in Milan, draws on over 275 interviews with executives spanning 12 industrial sectors, supported by case studies from organizations such as the Port of Rotterdam and Kwinana. Leaders see ecosystem partnerships as essential to tackling complex challenges, including faster innovation cycles, supply volatility, and the decarbonization of sprawling operations. Underpinning this push is the concept of "industrial intelligence"—the capability to integrate operational technology, information technology, and artificial intelligence so decisions can be made using connected, real-time data across entire value chains. Yet the report also reveals a stark execution gap between vision and actual enterprise data sharing practices.
The 74–27 Disconnect: Ambitious Ecosystems, Limited Data Sharing
Despite strong strategic intent, enterprise data sharing within digital ecosystems remains limited. The same AVEVA–IMD survey finds that only 27% of leaders say their organizations share data substantially or extensively with ecosystem partners. This mismatch between enthusiasm for digital ecosystem adoption and concrete collaboration reveals a structural problem: companies want ecosystem-scale value but still operate with firm boundaries around information. Case studies in the report point to integration complexity, entrenched legacy systems, and weak governance as recurring obstacles that turn ecosystem blueprints into stalled pilots. In many cases, digital transformation strategy has focused on internal efficiencies rather than cross-company data collaboration. The result is a patchwork of tools and platforms that optimize individual sites or functions, while leaving inter-company data flows fragmented, negotiated ad hoc, and difficult to scale beyond bilateral relationships.
Data Silos: The Persistent Barrier Behind Digital Transformation Efforts
The research underscores that data silos remain one of the most stubborn data collaboration barriers, even in organizations investing heavily in digital transformation strategy. These silos are not just technical; they are embedded in organizational structures, risk policies, and commercial models. Legacy operational technology often cannot easily interface with modern cloud platforms, while inconsistent data standards make harmonization across partners cumbersome and costly. Governance gaps intensify the problem: many firms lack clear rules for ownership, access rights, and acceptable use of shared data. Without robust frameworks, risk-averse teams default to locking information away. Consequently, ecosystem projects struggle to progress beyond narrow, tactical integrations. The report argues that overcoming these silos is now a strategic imperative, because the greatest performance gains will increasingly come from orchestrated, multi-party value chains rather than isolated digital upgrades within single enterprises.
Trust, Governance, and Leadership: Closing the Ecosystem Execution Gap
The AVEVA–IMD findings suggest that unlocking ecosystem value hinges less on advanced algorithms and more on governance, integration, and learning. AVEVA CEO Caspar Herzberg stresses the need for clear frameworks, competencies, and leadership practices that help organizations transcend silos and adopt ecosystem-driven operating models. IMD professor Michael Wade notes that industrial sectors already collaborate out of operational necessity; what is changing is that data, AI, and connected platforms can now turn those relationships into real-time, intelligence-driven systems—if leaders deliberately design for enterprise data sharing. Building trust is central: partners must agree on roles, incentives, and safeguards around shared data. Standardized interfaces, interoperable architectures, and shared governance bodies can further reduce friction. As companies refine these capabilities, digital ecosystems can shift from isolated success stories to scalable, strategic engines of competitive advantage.