Managerial questions to build circular business experimentation capability
| Institutions | Strategy | Operations |
|---|---|---|
| How can we contribute to solving societal and environmental issues? With whom can we collaborate to achieve this goal? | What is our vision for the future of the organization and how can we use the circular economy paradigm to guide this? | How can we recruit employees with the right skillset and mentality? What training can we develop for existing staff members in different functions? |
| What key performance indicators can we adopt? How can we analyse our environmental impact across the product portfolio? | ||
| How can we engage top management in the circular economy transition? What new skills and incentives are needed? | How can we build circular economy into roles and responsibilities? Who is tasked with experimentation and who will support? | |
| What budgets (IT, R&D, marketing, operations) can we allocate to experimentation? Who has the mandate? What incentives can we apply? | ||
| How can we overcome the linear economy paradigm through our business vision and mission? | What new routines, capabilities or organizational structures are needed? | What new structures (e.g., IT team collaborating with marketing and sustainability on experiments) are needed? What skill gaps need to be filled? |
| What own capabilities (e.g., repair, reverse logistics) can we build on to allow for circular flows of products and materials? | ||
| How can we create awareness and knowledge of circular economy, sustainability and experimentation methods? | ||
| Whom do we bring together internally? Whom should we collaborate with outside the organisation to bring in new capabilities? | What new team and cross-functional-team settings will be needed to start experimentation? Who will be responsible? | |
| What complementary capabilities do we need from partners (e.g., logistics, repair, local or digital infrastructure)? | ||
| What (upcoming) legislations stimulate our circular economy transition? | What environmental legislation enables or hinders us to innovate in different countries? | What products and services are most affected by environmental legislation? |
| Which experiments have the lowest legal barriers? | ||
| What legal structures or frameworks are needed for new business models? | What legal issues (e.g. financing or product related) are constraining new business models? How can we build workarounds or opportunities? | |
| What new markets and offerings can be offered in areas with the least constraints or best legal starting point (e.g. pro-repair or anti-planned-obsolescence laws)? | ||
| How are market preferences for circular economy and sustainability changing? | Which type of customers do we target for our sustainable offerings? What new markets can we address? | How can we communicate customer and sustainability benefits simultaneously? |
| How can we adopt a customer-centric mindset while designing new business models? | ||
| What new service expectations of customers can be met through our circular offering? | How can we develop better customer relationship management through new circular service business models? | |
| What existing capabilities (operations, service) can amplify our offering? | ||
| How can we drive the “twin-transition” of digital and circular economy? | How can we create a digital infrastructure for experimentation? | What new digital capabilities do we need for online testing? |
| What data do we need to access, and can we access to be able to experiment? | ||
| What ethical and legal aspects of digital experimentation need to be incorporated? | How can we comply with data privacy and access laws? | |
| What staff training can we provide for ethical customer testing of new business models? |
| Institutions | Strategy | Operations |
|---|---|---|
| What is our vision for the future of the organization and how can we use the circular economy paradigm to guide this? | How can we recruit employees with the right skillset and mentality? | |
| What key performance indicators can we adopt? How can we analyse our environmental impact across the product portfolio? | ||
| How can we engage top management in the circular economy transition? | How can we build circular economy into roles and responsibilities? Who is tasked with experimentation and who will support? | |
| What budgets (IT, R&D, marketing, operations) can we allocate to experimentation? Who has the mandate? What incentives can we apply? | ||
| What new routines, capabilities or organizational structures are needed? | What new structures (e.g., IT team collaborating with marketing and sustainability on experiments) are needed? What skill gaps need to be filled? | |
| What own capabilities (e.g., repair, reverse logistics) can we build on to allow for circular flows of products and materials? | ||
| How can we create awareness and knowledge of circular economy, sustainability and experimentation methods? | ||
| Whom do we bring together internally? Whom should we collaborate with outside the organisation to bring in new capabilities? | What new team and cross-functional-team settings will be needed to start experimentation? Who will be responsible? | |
| What complementary capabilities do we need from partners (e.g., logistics, repair, local or digital infrastructure)? | ||
| What environmental legislation enables or hinders us to innovate in different countries? | What products and services are most affected by environmental legislation? | |
| Which experiments have the lowest legal barriers? | ||
| What legal structures or frameworks are needed for new business models? | What legal issues (e.g. financing or product related) are constraining new business models? How can we build workarounds or opportunities? | |
| What new markets and offerings can be offered in areas with the least constraints or best legal starting point (e.g. pro-repair or anti-planned-obsolescence laws)? | ||
| Which type of customers do we target for our sustainable offerings? What new markets can we address? | How can we communicate customer and sustainability benefits simultaneously? | |
| How can we adopt a customer-centric mindset while designing new business models? | ||
| What new service expectations of customers can be met through our circular offering? | How can we develop better customer relationship management through new circular service business models? | |
| What existing capabilities (operations, service) can amplify our offering? | ||
| How can we create a digital infrastructure for experimentation? | What new digital capabilities do we need for online testing? | |
| What data do we need to access, and can we access to be able to experiment? | ||
| What ethical and legal aspects of digital experimentation need to be incorporated? | How can we comply with data privacy and access laws? | |
| What staff training can we provide for ethical customer testing of new business models? |
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