Value creation and the companies’ value propositions have long been the centre of managers’ concerns. Although increasing work is done on creating value with the customer, value creation at the ecosystem level is less studied. This is particularly the case in innovation contexts. Through the study of two cases in strongly regulated business-to-business (B2B) markets, one on a public transports operator and one on a systems assembler in the aeronautic sector, we analyse how projects on radical innovations are efficient levers to investigate the mechanisms of value creation for several actors. We propose a model of these regulated B2B markets - complex value networks - and show how the value evaluation framework was changed by a business model innovation, evolving to take into account the value for several actors of the ecosystem. We furthermore describe how major innovation in product design challenges the existing regulations, allowing companies to propose or sustain innovative regulations, and changes relations in the value network, sustaining the emergence of new partnerships.