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Over the last decade, the terms "digital ecosystem" and "digital economy" have become ubiquitous in relation to strategy, both for the scientific community and business practice. This has mirrored an increasing concern among execu tives to steer their organizations in the rapidly changing business environment. Since traditional strategic concepts are of little value in keeping up with current speeds in the digital cosmos. This thesis offers a structuralist framework for developing a strategy of the future with digital ecosystems beyond the digital economy and its empirical laws. By using both deductive and inductive methods, based on secondary data, it presents a future-oriented corporate growth framework - entailing the assis-tance in deciding "where to play", "in which role to play" and "how to play". Thus, by means of a use case from LEGO Group, the implications of the new way of playing and thriving in this day and age are highlighted.