VUCA Era drives the current business ecosystem significantly to be more complex and experience strong turbulence. This ecosystem also brings the business process based on the customer transformation needs (vibrant, unreal, crazy, and astounding). This condition requires a new way of working to face future challenges. However, most business practitioners still use conventional approaches (fixed mindset) rather than agile mindset. The paper aims to navigate business entities to compound with business ecosystem in era 4.0. The methods used to construct the paper are meta-analysis and integrating simplification theory (IST). To navigate its transformation path, the future ready mindsets -curiosity, explorer, empathy, transformative, experimental, and open mindset -will play a crucial part. Sub-concepts for each of the future-ready mindset have already been mapped and matched up with each VUCA characteristic.

Social enterprise (or, institutionally, social business) is a business practice that focuses on social activities in which both market and government fail to deliver social benefit, welfare, justice, and sustainability. Some countries such as South Korea, the United Kingdom, the USA, and others have progressively developed a suitable ecosystem for social enterprise. Indonesia, with its growing social enterprises in society, also needs a suitable and favorable ecosystem to ascertain the progress and sustainability of such enterprises. This study is intended to design a business ecosystem ideal for Indonesia's social enterprises. It was conducted by comparative analysis of the social enterprise ecosystem in Indonesia and South Korea South Korea is considered a country with the most progressive social enterprises in Asia through a systematic literature review. The comparative analysis result is further analyzed using the BEEP (Babson Entrepreneurship Ecosystem Project) Model. This study shows that there are several significant differences and gaps between Indonesia and South Korea's business ecosystem for fostering the progress of social enterprises notably in the areas of government policy, finance, and human capital in which Indonesia needs to reflect on developing and fostering her social enterprise ecosystem. The interplay of factors and players of the social business ecosystem in Indonesia will thrive if the government can properly nurture existing social culture, promote proper policies, roll out appropriate and accessible levels of the playing field, and develop a consistent and impartial legal framework.

Floriculture production and productivity are increasing approximately 27% per year. However, its productivity still faces problems such as unfulfilled nutrients, which overcame by fertilization. Organic fertilizers from banana weevils, tofu pulp, palm liquid waste, and rice water can continuously release macro and micronutrients and increase soil microbes' diversity. Currently, no fertilizer can collect all these benefits, so is present. This activity aims to commercialize Cobio by optimizing the use of organic waste, microbes, and mycorrhizal that compete in the market. The method used is quantitative descriptive as a reference in conducting four stages: the market opportunity projection, the production stage, the marketing and distribution stage, and the evaluation stage. Data obtained after achieving sales targets in July -August 2021 and further September -October 2021 with total products sold reaching 1.263 pcs. In achieving this target, Cobio utilizes social media and marketplaces to communicate with consumers. One of which is WhatsApp Business as a marketing channel with the most significant sales figure of 918 pcs. Cobio's sales distribution has also reached 13 provinces in Indonesia show public interest in this product. Cobio has an R/C value of 1,59, which indicates its future sustainability prospects.