MicrosoftTeams-image 2

Why KEKO? – Caverion view

Three perspectives that explain Caverion’s motivation to join the KEKO ecosystem and what we have learned so far.


Ecosystems and platforms can be considered today’s trend words, as cluster, network and knowledge concentration were previously. In part, these terms have the same characteristics, as ecosystems and platforms are also about networked business, value creation and value sharing, albeit in a digital context. But what makes ecosystems so interesting and why Caverion joined in the KEKO innovation ecosystem? The following three questions tell more about our motivation and what we have learned so far:

1. How can the urban market be transferred to the digital context?

Platform-based trading venues have far-reaching roots, they can be seen as urban markets, where each market trader (i.e. producer) has its own selling item(s), area and role. Trading is controlled by the city (i.e. owner), which sets the rules, opening hours and fees for the urban market. The more attractive and varied the market offers, the more interesting it is from the customer’s perspective and the more it attracts traders to the market – thus, increasing network interaction.

If the purpose of the market’s existence and the logic of value creation are easily understood (i.e., the core interaction), it becomes more challenging by bringing the matter into a digital context and a smart building environment. This challenge is based on the countless value creation opportunities and the greater number of ecosystem members. At Caverion, we are interested in exploring what value creation opportunities the future platform economy offers. By developing an open discussion with ecosystem members, we are able to look at the value creation of the smart building ecosystem from multiple perspectives – this is the power of the innovation ecosystem!

2. When is the ecosystem a jungle and when is a farmland?

If ecosystems were viewed through metaphors, the business ecosystem would be a farmland. Its farmer would know exactly what is growing in the field; to whom its grain is to be sold; what is the market value of the field; what new plants are to be grown in the future and so on. Thus, it is clear that the advantage of a business ecosystem is to enable returns and control operations. However, its key challenge is the ability to produce innovations that revolutionize markets.

An innovation ecosystem, metaphorically speaking a jungle, with a low level of control can be created for this need. This means open soil is created for all flowers (i.e. ideas and innovations), successful innovations start to flourish naturally at the same time as other ideas and innovations wither. At Caverion, we are committed to the common goal of the KEKO ecosystem to create a blossoming ecosystem. We see the innovation ecosystem as giving way to creativity, a new kind of collaboration and thinking outside the box. Maybe one day some flowers will be part of our business ecosystem.

3. When 1 + 1 = 3 and how can it be achieved?

Value capturing in the fast-emerging platform ecosystem requires knowledge of value creation dynamics and the operating environment. By analysing the structure, management, value creation, etc. of other platform ecosystems we can better understand the current market situation and future developments. It is clear that in the future, companies must be able to network even more strongly, as the integration of different data sources and their analysis have become enablers of value creation in a smart building.

In order to understand what added value the combination of different data sources produces (i.e. when 1+1=3), we need to understand what kind of cake pieces the value is divided into? How big is the cake? What kind of ingredients have been given to the cake by different actors? How valuable are these raw materials? We at Caverion believe that the best way to understand the logic of shared value is to try baking a cake in practice.

Finally, whether the goal is incremental innovation, radical innovation, or revolutionary innovation, no one has hardly argued that developing successful innovations is easy. In terms of developing an organization’s capabilities, motivation to develop them arises from opportunity: to jump into Alice’s boots and visit Wonderland; to achieve new step in thinking; to feel when a light comes on; or to create a new and sustainable value.

Tiia Pirttimaa

Caverion Oyj / Business Development Manager