eRevo - Energy Revolution via a Partner Ecosystem, Setup in 1 DAY (Ecosystem Case Study)
eRevo, Switzerland, https://www.eRevo.ch
Congratulations to eRevo from Switzerland for their nomination at the 2024 Haier ZeroDX Awards! eRevo was recognized for their groundbreaking Energy Revolution through a Partner Ecosystem—a remarkable achievement made possible in just one day thanks to LAP and the Lean Ecosystem Canvas!
As part of our collaboration with the Haier Model Institute (HMI), we proudly supported the 2024 Haier ZeroDistance Excellence Awards by nominating outstanding organizations, individuals, and case studies from around the world. We want to extend our deepest recognition to all participants, who are true pioneers in embracing new management models and fostering ZeroDistance with their customers, suppliers, and communities. Your innovative spirit is shaping the future of business!
I’m incredibly proud of eRevo, one of our clients and nominees by the LAP Alliance, has truly earned this recognition through their progressive work!
Discover more about eRevo and their Ecosystem Success Story through an insightful interview with their CEO Gregor Zust.
If you’re new to Ecosystems and the New Economical Engine read the linked blog post first.
Image Source: Linkedin
Interview with CEO Gregor Zust
This interview was conducted as part of the Haier ZeroDX Awards assessment, with CEO Gregor Zust, interviewed by Mirko Kleiner.
What was the problem? How was it identified?
eRevo is a dynamic startup pioneering advancements in hydrogen technology, aimed at developing safer, more efficient, and cost-effective solutions for storing sustainable energy generated from sources like wind and solar. From the outset, eRevo has engaged directly with both prospective and existing customers, as well as potential partners.
Early on, our flagship product line, Triewald, garnered significant interest and support, including from industry leader GKN Hydrogen. Their endorsement underscored our vision and commitment to transforming energy storage solutions.
Image Source: eRevo
As we progressed, initial prototypes in home power storage revealed a clear market demand and substantial business potential in industrial and grid-scale power storage solutions. Recognizing the immense investment required for production, sales, and delivery capabilities, the founders were determined to explore avenues that would minimize equity dilution and would increase risk massively.
This led to the concept of scaling the business case via a partner ecosystem, a strategy built on trust-based collaborations and a win-win mindset with our current and future partners. This approach ensures that eRevo can scale operations and product development effectively while maintaining strategic leadership as the orchestrator of the partner ecosystem and it’s strategic partners (participants).
Who led the change?
The collaboration between eRevo and GKN Hydrogen was spearheaded by Gregor Zust, CEO of eRevo, and Guido Degen, CEO of GKN Hydrogen, both of whom shared a strong commitment to revolutionizing power storage solutions for sustainable energy. Their leadership was pivotal from the outset, actively guiding and supporting the development of the initial joint prototype for home power applications. This early phase saw both leaders personally investing time, resources, and capital under a basic formal agreement.
As positive market feedback underscored the potential, it became evident that scaling the partnership required a more agile approach than traditional contracts could offer. Drawing on their current experience, Gregor and Guido championed a partner ecosystem model grounded in trust, a collaborative culture, and adaptive agreements. Key considerations such as joint strategy, cost and wealth sharing, intellectual property rights, and minimal governance were meticulously addressed to ensure mutual benefit and scalability.
To formalize this innovative approach, both CEOs convened for a focused one-day workshop facilitated by Mirko Kleiner, a distinguished Agile Ecosystem Coach. This workshop was instrumental in defining and establishing the joint partner ecosystem and solidifying their commitment through a tailored agreement.
Gregor Zust and Guido Degen's leadership, expertise, and collaborative spirit were instrumental in navigating complexities and fostering a resilient partnership that continues to drive innovation in hydrogen energy storage.
Image Source: Mirko Kleiner, Contents eRevo
How many teams/individuals were involved?
The collaborative effort between eRevo and GKN Hydrogen was orchestrated through a phased approach, with eRevo acting as the orchestrator and GKN Hydrogen as a key participant of the new partner ecosystem. The initial phase involved both parties defining the partner ecosystem together (phase 1), followed by the inclusion of additional partners for sales distribution and delivery across various verticals (phase 2).
A pivotal moment in this process was a one-day workshop held in Zurich, Switzerland, after four weeks of thorough preparation. This session brought together essential stakeholders from both organizations, including:
Gregor Zust (CEO, eRevo) and Guido Degen (CEO, GKN Hydrogen), who provided strategic leadership and alignment.
Partner representatives from eRevo, contributing domain expertise and insights.
Legal counsel, ensuring the formalization and legality of partnership agreements.
Sales and product development representatives, pivotal for market strategy and product evolution.
Production representatives, crucial for ensuring scalability and operational feasibility.
During the workshop, facilitated by Mirko Kleiner and visual tools such as the Lean Ecosystem Canvas™ and Lean Procurement Canvas™, the participants successfully finalized a partnership agreement and established a sales distribution framework. Additionally, they defined a Minimum Viable Governance (MvG) framework across three key levels:
Strategic Level: Responsible for defining the ecosystem strategy, making strategic decisions, and resolving impediments.
Product Level: Tasked with joint product development aligned with ecosystem strategy and market feedback.
Sales and Delivery Level: Responsible for selling and delivering joint products and services to customers.
At each governance level, key individuals were identified, selected, and aligned on collaborative principles and operational practices, ensuring effective coordination and synergy across the partnership.
Image Source: eRevo
What systems and tools were employed?
As of its establishment in late July 2024, the partner ecosystem leverages essential systems and tools to facilitate seamless collaboration and operational efficiency:
Lead, Prospect, and Client Management: Centralized tools are deployed to manage leads, prospects, and client relationships effectively. These tools enable comprehensive tracking and communication across the ecosystem.
Cost Breakdown and Value Stream Management: Robust software solutions are employed to meticulously breakdown costs along the value stream for each product line. Access to mutual calculation tools ensures transparency and alignment in financial assessments.
Collaboration Tools for Ecosystem Information: Dedicated collaboration platforms are utilized to share critical ecosystem information among partners. This includes strategic insights, operational updates, and resource allocations.
Customer Feedback and Joint Product Development: Specialized tools facilitate the sharing of customer feedback and enable collaborative efforts in joint product development. This ensures rapid iteration based on market insights and enhances product alignment with customer needs.
Beside the direct interaction between all participants form these systems and tools the backbone of the partner ecosystem, fostering a cohesive environment where information flows seamlessly and collective efforts are streamlined towards shared objectives.
What decisions did the team need to make?
Before convening for the pivotal one-day workshop, eRevo faced significant uncertainties regarding scalability and financial resources. Traditionally, a capitalization round would have been pursued to secure necessary funds for procurement from GKN Hydrogen. However, with this option not their preference, the decision was made to develop a partner ecosystem rooted in a mutually beneficial culture of collaboration.
Key to this decision was the initial reaction of partners, particularly GKN Hydrogen, to this new approach. Fortunately, due to a strong rapport and shared values between Gregor Zust and Guido Degen, CEOs of eRevo and GKN Hydrogen respectively, these concerns were swiftly addressed in a preliminary call ahead of the workshop.
Another critical decision centered around legal frameworks and managing uncertainties inherent in such agile collaborations. Mirko Kleiner's expertise proved instrumental in devising a flexible contractual framework that supported agility. Both parties agreed that the appendices of the Master Service Agreement (MSA) would evolve over time, treating it as "living documents" to accommodate future amendments and innovations.
During the intensive workshop, essential decisions were made on-the-spot regarding critical aspects such as intellectual property rights, warranties within the partner ecosystem, and other logistical challenges. The structured workshop format and decisive leadership ensured that these complex issues were resolved promptly and in good faith.
Looking ahead, the Minimum Viable Governance (MvG) framework was established to define general responsibilities and establish both clear communication and escalation pathways for strategic discussions or impediments. This framework laid the foundation for effective collaboration and alignment even with further ecosystem participants moving forward.
Image Source: eRevo - Realtime translation into the MSA
What resources were they given?
eRevo and GKN hydrogen had all resources needed to make the change possible, in this case to set up the partner ecosystem. Up till now every party covered their own time and costs. The agreed commercial model does foresee joint funds to invest e.g. cover joint risks or do joint investments.
Not yet defined is how GKN will address the further change needed to implement the agreed MvG. We’re positive that this will be done in a similar smooth way as it has the full leadership support.
Did they collaborate with external parties?
The establishment of the partner ecosystem involved key stakeholders from eRevo and GKN Hydrogen, with additional contributions anticipated from specialized teams in sales and delivery, pending finalization of the legal agreement.
Central to the success of this initiative was the trust and leadership demonstrated by Gregor Zust (CEO, eRevo) and Guido Degen (CEO, GKN Hydrogen). Their unwavering support facilitated swift decision-making and enabled the efficient setup of the partner ecosystem within a single day.
Mirko Kleiner played a crucial role as the lead facilitator, bringing in essential tools and best practices to streamline processes and framework development. While influential in guiding discussions, it's important to note that decisions were ultimately made by the involved parties themselves.
In terms of specific resources:
Budget: Allocation specifics were tailored to operational needs and scaling requirements, ensuring financial prudence while maximizing impact.
Time: A focused four-week preparation period preceded the intensive one-day workshop, optimizing time for strategic alignment and agreement formulation.
Training and Support: Ongoing support from legal advisors and consultants like Mirko Kleiner bolstered the process, enhancing expertise and ensuring compliance with evolving regulatory frameworks.
These resources collectively supported the rapid and effective establishment of the partner ecosystem, setting a solid foundation for collaborative growth and innovation in hydrogen energy solutions.
What were the impacts?
Impact on User Experience
Prior to the one-day workshop the introduction of joint prototype projects marked a transformative shift in user experience within the energy storage sector and tested the partnership at the same time. These projects not only showcased the comprehensive capabilities of the product but also demonstrated the synergistic strengths of the partner ecosystem.
End users benefited from a seamless journey, starting from their initial interaction with the product to its delivery and installation. This integrated approach ensured a smooth and efficient experience throughout, enhancing usability and overall satisfaction.
Specific improvements included:
Seamless Integration: Users experienced a cohesive process from start to finish, thanks to streamlined collaboration between eRevo and GKN Hydrogen within the partner ecosystem. This integration eliminated traditional silos, enhancing overall efficiency.
Trust and Reliability: The involvement of reputable brands in production and delivery instilled confidence among users. This trust was bolstered by consistent delivery of high-quality service and products, meeting or exceeding expectations.
Enhanced Service Quality: The partner ecosystem fostered a culture of excellence, prioritizing user needs and feedback. This proactive approach led to continuous improvements in service quality and customer support.
By focusing on collaboration and leveraging collective expertise, the partner ecosystem not only met but exceeded user expectations, setting a new standard for reliability and customer satisfaction in sustainable energy solutions.
Impact on Ecosystem Parties
The 1-day workshop played a pivotal role in reinforcing a shared purpose and alignment among ecosystem partners. It fostered open and transparent discussions on critical aspects such as cost- and wealth-sharing, defining joint ambitions, and clarifying business objectives. These discussions strengthened bonds and deepened mutual understanding across the ecosystem.
Key positive outcomes include:
Enhanced Collaboration and Alignment: The workshop facilitated cohesive decision-making and alignment of strategies among partners. Clear agreements on roles, contributions, and shared goals set a strong foundation for collaborative efforts.
Improved Product and Service Offerings: Transparent sharing of market feedback and knowledge enhanced the quality and relevance of both joint and individual products and services. This iterative process ensures continuous improvement and responsiveness to customer needs.
Expanded Reach and Market Access: The planned inclusion of additional partners specialized in sales and delivery in the next phase will broaden market reach and streamline market access. This expansion is expected to strengthen market presence and competitiveness along the entire value chain.
Long-term Business Development: Agreed-upon ambitious objectives for the mid to long term, such as significantly enhancing cost efficiency in storing power per kWh, underscore the ecosystem's commitment to continuous innovation and market leadership. These objectives will drive sustained growth and optimize competitiveness over time.
In summary, the collaborative efforts and strategic agreements forged during the workshop have positioned the ecosystem partners for mutual success, fostering innovation, growth, and enhanced market impact in the evolving landscape of sustainable energy solutions.
Impact on Employees
While it is early to quantify individual impacts, the initiative is expected to bring several positive changes for employees:
Empowerment and Purpose: The joint vision and collaborative efforts empower employees by aligning them with a meaningful purpose. This shared vision fosters a sense of ownership and commitment to achieving collective goals, boosting morale and engagement.
Satisfaction and Collaboration: Improved cross-company collaboration breaks down internal and external silos, promoting a culture of openness and shared learning. This collaborative environment enhances job satisfaction and creates opportunities for personal and professional growth.
Increased Motivation & Adaptability: The introduction of agile methodologies across both organizations fosters dynamic and responsive ways of working. This shift promotes flexibility, innovation, and cross-functional collaboration, enhancing overall productivity.
Enhanced Impact through User Feedback: Employees now have direct access to market insights and customer feedback through collaborative channels. This direct engagement enables them to adapt swiftly to market demands and improve product offerings effectively.
Skill Development: Employees gain new skills and knowledge through exposure to diverse perspectives and specialized expertise within the partner ecosystem. This continuous learning enriches their professional capabilities and prepares them for future challenges.
Overall, the initiative is anticipated to create a supportive and stimulating work environment where employees thrive on innovation, collaboration, and shared success in driving forward sustainable energy solutions.
Impact on the Overall Organization
The collaboration has had profound effects on both eRevo and GKN Hydrogen, influencing their market position, operational efficiency, and strategic alignment:
For GKN Hydrogen:
Enhanced Market Access: GKN Hydrogen now enjoys expedited market entry without the need to develop an independent sales and delivery infrastructure. This strategic advantage accelerates their global market reach.
Agile Transformation: Adopting agile methodologies through this partnership extends beyond the current product line, potentially transforming GKN Hydrogen's broader business operations. This shift enhances their adaptive capabilities and resilience.
Improved Product Development: Direct market feedback obtained through the ecosystem enhances the refinement of current products and informs future innovations. This iterative process boosts product quality and optimizes production efficiency, thereby bolstering financial performance.
For eRevo:
Accelerated Scaling: Collaborating within the ecosystem enables eRevo to scale its business model rapidly. The shared investment of time and resources minimizes risks for all participants.
Orchestrator Role: As the orchestrator, eRevo leverages its expertise to support ecosystem participants in areas such as product knowledge, delivery logistics, and regulatory compliance. This support facilitates seamless integration for new partners, ensuring a streamlined entry into new markets or verticals.
For Phase 2 Partners (Sales and Delivery):
Competitive Advantage: Partners involved in sales and delivery benefit from access to a comprehensive product line under a recognized global brand. This positions them more competitively in the market.
Business Development: They play a crucial role in shaping product development and ecosystem collaboration, influencing upstream processes and enhancing strategic partnerships.
Overall, the partnership enhances operational efficiency, strengthens market positioning, and fosters strategic alignment across all parties involved. It exemplifies a collaborative approach that not only drives immediate business outcomes but also cultivates long-term growth and resilience in the competitive landscape of sustainable energy solutions.
Impact on Corporate Culture
While it is early to fully assess the impact on corporate culture across the partner ecosystem, initial observations indicate significant alignment in values and culture from the outset, which laid the foundation for this innovative approach. The initiative is anticipated to foster several positive changes in corporate culture for all participants:
Inclusion and Collaboration: The collaborative nature of the partnership promotes inclusivity, encouraging diverse perspectives and contributions. This inclusive environment cultivates a sense of belonging and unity among team members.
Agility and Decision-Making: The adoption of agile practices accelerates decision-making processes, enabling quicker responses to market changes and opportunities. This agility enhances organizational responsiveness and adaptability.
Innovation and Risk-Taking: A culture that embraces innovation is nurtured through shared goals and continuous improvement. The partnership encourages experimentation and risk-taking, fostering a mindset where creative solutions are welcomed and supported.
Resilience and Learning from Failure: Building a 'failure culture' where failures are viewed as learning opportunities promotes resilience and growth. Psychological safety is enhanced, empowering employees to take calculated risks and innovate without fear of repercussions.
Trust and Psychological Safety: Open communication and mutual trust are fundamental to the partnership, creating a psychologically safe environment where individuals feel comfortable expressing ideas and concerns. This trust enhances collaboration and problem-solving capabilities.
Overall, the initiative is poised to instill a corporate culture characterized by inclusivity, agility, innovation, resilience, and psychological safety. These shifts in values, behaviors, and attitudes will contribute to a more adaptive and supportive organizational environment conducive to sustained growth and success.
Image Source: eRevo
Get in touch & learn more
To get in touch or to learn more or reach out to us to get a direct contact with Gregor.
eRevo website: https://erevo.ch
GKN Hydrogen website: https://www.gknhydrogen.com/
Recommended Read
We do recommend to check out the Lean Ecosystem Canvas that has enabled this collaborative setup of the Adaptive Partner Ecosystem.
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