kohti kiertotaloutta ketteryyttÄ organisaation ja ... · kohti kiertotaloutta – ketteryyttÄ...

KOHTI

KIERTOTALOUTTA

–

KETTERYYTTÄ

ORGANISAATION JA

LIIKETOIMINTASYSTEEMIN

MUOKKAUKSEEN

Juha Usva STRAQUEST OY

7.2.2019

STRAQUEST

A boutique consulting company,

helping clients find and implement solutions

for strategic and operational challenges

CIRCULAR

BUSINESS MODEL

BENEFITS

• Improved profitability and

competitiveness

• New growth opportunities

• Environmental & social

sustainability

(Source: Circular Economy Playbook: Sitra, Teknologiateollisuus, Accenture, 2018)

NEW CAPABILITIES ARE REQUIRED FROM COMPANIES

MOVING FROM A LINEAR TO A CIRCULAR VALUE CHAIN

Circular business models rely on novel ways of working together within the company, as well

as with customers, partners, and other collaborators across company’s value ecosystem

(Source: Circular Economy Playbook: Sitra, Teknologiateollisuus, Accenture, 2018)

Customer, partner & supplier influence & relations

Environment, sustainability

Public opinion & influencers

Legislation, regulation, contracts

INTERFACES

Purpose, vision, mission

Strategy focus & clarity, portfolio priorities

Budgets, KPIs, targets & rewarding

Leadership & internal communications

DIRECTION

Job roles, line reporting, resource allocations

Unit roles, matrix reporting

Management bodies & steering groups

Team compositions, dynamics & mandates

STRUCTURES

MT

BoD

Processes & project work practises

Reporting & other regulated duties

Systems usability

Meeting practises, everyday productivity

PRACTISES

Personal skills & learning capacity

Personality, habits, personal ambitions

Informal interaction & leaders, ad hoc decisions

Culture, values, attitudes, habits

PEOPLE

© STRAQUEST 2015

COMPLEXITY CREEPS IN: REAL-LIFE BEHAVIOR OF ORGANIZATIONS AND INDIVIDUALS IS DRIVEN BY MULTIPLE LAYERS OF COMPLEX

INFLUENCING AND INTERACTION MECHANISMS AND INTERFACES

A PRAGMATIC AND AGILE APPROACH FOR

CIRCULAR BUSINESS MODEL DEVELOPMENT

1 CHOOSE THE TARGET

Map and choose circular business

model opportunities, including business

case considerations, and a shared view

of targeted customer benefits (with

metrics).

2 UNDERSTAND IMPLICATIONS

Map implications and

required changes for

current operating

model. Identify

trigger actions to

initiate implementation.

3 FOCUS ON TRIGGER ACTIONS

Identify key enablers and bottlenecks that

need to be addressed to enable and boost

the development and implementation of

the trigger actions.

Build on the understanding of the

organizational complexity, and

assessment of company’s current

renewal capabilities

and identified risk areas.

4 CREATE AND LEARN

Start implementing agreed

cross-company changes, experimenting,

measuring, and gradually improving

the circular business model.

EXAMPLE

1

2

3

• Chosen Circular Business Model project: Develop take-back programs and pre-owned equipment offering

• Identify the trigger actions (1), i.e. the key operational behaviors that

are key for successful implementation of the new business model

• Evaluate the chosen trigger actions against the current real-life

operating environment (2): roles, skills, processes, targets, teams, IT,

culture,…

• Map and prioritize actions (3) to enable and boost the development,

piloting, and eventually scaling of the chosen business model.

Complicated solutions don’t work in complex environments > focus on removing obstacles and constraints, and providing clarity and simplicity!

STRAQUEST

juha.usva@straquest.com • +358405795207