Aligning with the Ecosystem

Aligning with the ecosystem refers to the process of ensuring that product teams understand and integrate the broader ecosystem vision, strategy, and current objectives into their own product vision, strategy, and objectives.


The purpose of this alignment is to create a unified direction for the company and its products, ensuring that all efforts are strategically coordinated and contributing to the ecosystem's overall success. This includes setting product goals that support the ecosystem’s financial targets, market positioning, and customer engagement strategies.

  • Strategic Cohesion: Ensures that product development is strategically integrated with ecosystem goals, creating a unified direction across the company.
  • Resource Optimisation: Aligns resource allocation with both product and ecosystem priorities, maximising ROI.
  • Enhanced Communication: Fosters better communication and understanding between product teams and ecosystem leadership.
  • Increased Market Competitiveness: Ensures that product strategies are responsive to market needs and aligned with ecosystem capabilities, enhancing competitiveness.


Industry Context

Most larger companies have multiple product teams working on different products across an ecosystem. Without alignment with the broader ecosystem strategy, these teams can end up working at cross-purposes, duplicating efforts, or missing critical market opportunities. By ensuring alignment with the ecosystem, companies can leverage the collective efforts of their product teams to achieve strategic objectives and maintain a competitive edge.

ZeroBlockers Context

ZeroBlockers is a scalable framework for software development. As companies grow and their product lines increase they need a way to ensure cohesion and alignment across their product portfolio. Ecosystem teams provide that alignment, ensuring that individual product teams are working towards common goals and leveraging each other's strengths.


Annual PlanningA structured process for setting strategic goals and objectives for the upcoming year.
  • Provides a clear direction for the year ahead.
  • Ensures focus on larger initiatives.
  • Ensures alignment across the ecosystem.
Quarterly Objective Setting MeetingsInteractive sessions to collaboratively explore the ecosystem vision and strategy, and agree on the Product Team goals.
  • Builds shared understanding.
  • Promotes open dialogue and discussion.
  • Creates buy-in for objectives.
Weekly Business ReviewsA recurring meeting focused on assessing progress against predefined metrics, rather than reviewing specific work items.
  • Ensures alignment with goals and metrics.
  • Facilitates quick identification of areas needing attention.
Continuous ForecastingA process for regularly updating forecasts of key metrics and KPIs.
  • Provides early warning of potential issues.
  • Enables proactive decision-making.
Continuous TransparencyA practice of sharing information openly and transparently across the ecosystem.
  • Builds trust and collaboration.
  • Ensures visibility of progress and challenges.


The most contentious item here is annual planning because people think of the traditional, waterfall-style planning process. However, we are advocating for a more agile approach to annual planning. The purpose of annual planning is to set the strategic direction for the year, not to create a detailed plan that will be followed to the letter. The plan should be flexible and adaptable to change, and should be reviewed and updated regularly.


  • Too Detailed Plans: Annual planning should show direction and the key priority areas, not solutions.
  • Siloed Planning: Product teams planning in isolation without input or alignment with ecosystem strategy.
  • Static Strategies: Failing to update product strategies and objectives in response to changes in the ecosystem strategy or market environment.
  • Misaligned Metrics: Using success metrics that do not align with or contribute to ecosystem objectives.
  • Communication Gaps: Lack of regular, open communication channels between product teams and ecosystem leadership, leading to misalignment.

Case Studies

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