KIERTOTALOUDEN PELIKIRJA liiketoiminnan kehittämisen apuna 24.4.2019 Juha Usva STRAQUEST OY
TAVOITE Työpajan tavoitteena on saada hyvä käsitys kiertotalouden pelikirjan käyttömahdollisuuksista kiertotaloushankkeissa STRAQUEST
Kiertotaloushankkeen kartta ja kompassi STRAQUEST
KIERTOTALOUSHANKKEEN ANATOMIA MAHDOLLISUUKSIEN TUNNISTUS Arvoketjun ja toiminnan tehottomuudet Asiakkaan kipukohdat Kiertotalousmahdollisuuksien soveltuvuus omaan liiketoimintaan LIIKETOIMINTAMALLIN HAHMOTUS Liiketoiminnan visio, tarjooma ja logiikka Arvoketjun rakenne ja toimijat Alustavat rahoitus- ja kannattavuuslaskelmat TOIMINNAN SKAALAUS JA OPEROINTI Toiminnan skaalaus ja tehostaminen Vanhoista toimintatavoista poisoppiminen Operatiivisen toiminnan mittaaminen ja havainnointi; jatkuva oppiminen ja kehitys LIIKETOIMINNAN JA KYVYKKYYKSIEN VAIHEITTAINEN KEHITYS JA KÄYNNISTYS Kyvykkyyksien ketterä kehitys ja kokeilu kiertotalousekosysteemin toimijoiden kanssa Muutoksen mahdollistaminen nykytoiminnan esteitä poistamalla SITOUTUS JA PRIORITEETTIEN SYNKRONOINTI Johdon sitoutuminen tavoitteisiin ja operatiivisiin vaikutuksiin Viestintä, organisaation sitoutus Ekosysteemin tavoitteiden synkronointi KEHITYS- JA MUUTOSTARPEIDEN TUNNISTUS Toiminnalliset kyvykkyydet Teknologia Nykytoiminnan esteet STRAQUEST
KIERTOTALOUSHANKKEEN KOMPASSI MAHDOLLISUUKSIEN TUNNISTUS LIIKETOIMINTAMALLIN HAHMOTUS TOIMINNAN SKAALAUS JA OPEROINTI SITOUTUS JA PRIORITEETTIEN SYNKRONOINTI LIIKETOIMINNAN JA KYVYKKYYKSIEN VAIHEITTAINEN KEHITYS JA KÄYNNISTYS KEHITYS- JA MUUTOSTARPEIDEN TUNNISTUS Usein kehityksen ja pilotoinnin voi käynnistää ketterillä ja kokeilevilla menetelmillä ilman kaikkien osa-alueiden kattavaa käsittelyä Eri osa-alueiden jatkuva työstäminen dynaamisesti hankkeen eri vaiheissa on tärkeää; esimerkiksi siirryttäessä pilotoinnista skaalaukseen STRAQUEST
Pelikirja työkalupakin osana STRAQUEST
KIERTOTALOUSHANKKEEN KOMPASSI MAHDOLLISUUKSIEN TUNNISTUS Arvoketjun ja toiminnan tehottomuudet Asiakkaan kipukohdat Kiertotalousmahdollisuuksien soveltuvuus omaan liiketoimintaan LIIKETOIMINTAMALLIN HAHMOTUS Liiketoiminnan visio, tarjooma ja logiikka Arvoketjun rakenne ja toimijat Alustavat rahoitus- ja kannattavuuslaskelmat TOIMINNAN SKAALAUS JA OPEROINTI Toiminnan skaalaus ja tehostaminen Vanhoista toimintatavoista poisoppiminen Operatiivisen toiminnan mittaaminen ja havainnointi; jatkuva oppiminen ja kehitys LIIKETOIMINNAN JA KYVYKKYYKSIEN VAIHEITTAINEN KEHITYS JA KÄYNNISTYS Kyvykkyyksien ketterä kehitys ja kokeilu kiertotalousekosysteemin toimijoiden kanssa Muutoksen mahdollistaminen nykytoiminnan esteitä poistamalla SITOUTUS JA PRIORITEETTIEN SYNKRONOINTI Johdon sitoutuminen tavoitteisiin ja operatiivisiin vaikutuksiin Viestintä, organisaation sitoutus Ekosysteemin tavoitteiden synkronointi KEHITYS- JA MUUTOSTARPEIDEN TUNNISTUS Toiminnalliset kyvykkyydet Teknologia Nykytoiminnan esteet STRAQUEST
EXAMPLE PLAYBOOK CHAPTERS Read the playbook chapters and use the tools to deepen your understanding and explore your business opportunities The playbook consists of 6 chapters with circular economy concepts, best practices and tools to guide your business to identify and define your circular economy opportunity and develop a plan to realise circular advantage 1. Why circular economy? 2. What opportunities exist? 3. Which capabilities are required? 4. Which technologies can support? 5. How to design the transformation journey? 6. Industry deep dives Value case tool Business model development toolkit Capability maturity assessment Technology maturity assessment Roadmap development Business model canvas TOOLS 1 1 Additional tools available in the playbook 8
PELIKIRJA TYÖKALUPAKIN OSANA (Circular Economy Playbook 2018; Sitra, Teknologiateollisuus, Accenture) MAHDOLLISUUKSIEN TUNNISTUS (OPPORTUNITIES) CE2018_Business-model-development-toolkit LIIKETOIMINTAMALLIN HAHMOTUS (OPPORTUNITIES) CE2018_Business-model-canvas CE2018_Value-case-tool TOIMINNAN SKAALAUS JA OPEROINTI (TRANSFORMATION) CE2018_Roadmap-development SITOUTUS JA PRIORITEETTIEN SYNKRONOINTI CE2018 LIIKETOIMINNAN JA KYVYKKYYKSIEN VAIHEITTAINEN KEHITYS JA KOKEILU (TRANSFORMATION) CE2018_Funding-requirement-analysis CE2018_Roadmap-development KEHITYS- JA MUUTOSTARPEIDEN TUNNISTUS (CAPABILITIES, TECHNOLOGIES) CE2018_Capability-maturity-assessment-tool CE2018_Technology-maturity-assessment-tool CE2018_Culture-gap-analysis CE2018_Ecosystem-partner-identification STRAQUEST
PELIKIRJA TYÖKALUPAKIN OSANA (Circular Economy Playbook 2018; Sitra, Teknologiateollisuus, Accenture) MAHDOLLISUUKSIEN TUNNISTUS CE2018_Business-model-development-toolkit LIIKETOIMINTAMALLIN HAHMOTUS CE2018_Business-model-canvas CE2018_Value-case-tool PELIKIRJA KAPPALEET TOIMINNAN 1&2 SKAALAUS JA OPEROINTI Työkalu arvoketjun CE2018_Roadmap-development tehottomuuksien ja asiakkaan kipupisteiden tunnistamiseen Työkalu kiertotalousmallien soveltuvuuden arviointiin ja priorisointiin SITOUTUS JA PRIORITEETTIEN SYNKRONOINTI CE2018 LIIKETOIMINNAN JA KYVYKKYYKSIEN VAIHEITTAINEN KEHITYS JA KOKEILU CE2018_Funding-requirement-analysis CE2018_Roadmap-development KEHITYS- JA MUUTOSTARPEIDEN TUNNISTUS CE2018_Capability-maturity-assessment-tool CE2018_Technology-maturity-assessment-tool CE2018_Culture-gap-analysis CE2018_Ecosystem-partner-identification STRAQUEST
Circular economy is about turning inefficiencies in linear value chains into business value Inefficiencies of linear value chains Product design Sourcing Manufacturing Logistics Marketing & sales Product use End of life disposal 1. UNSUSTAINABLE MATERIALS 2. UNDERUTILISED CAPACITIES 3. PREMATURE PRODUCT LIVES 4. WASTED END-OF-LIFE VALUE Material and energy that cannot be continually regenerated Underutilised or unused products and assets Products are not used to fullest possible working life Valuable components, materials and energy are not recovered at disposal for example, direct and indirect material is not renewable or bio-based for example, products are not operating full hours or full functionality is not useful for example due to new models and features or lack of repair and maintenance for example, not recycled or recovered at end of life 5. UNEXPLOITED CUSTOMER ENGAGEMENTS Sales organisation focus on selling functionality of product rather than the customer problem for example, missing opportunities to engage customers throughout the product life-cycle to offer additional services and add-on sales Source: Accenture 11
Instructions Supporting materials Purpose Illustration of the tool INTRODUCTION Business model development toolkit The business model development toolkit consists of a set of exercises that support you in identifying inefficiencies and customer pain points, assessing relevance of circular business models, and prioritising them for development. By completing the exercises, you should have a high-level idea of the most promising circular business model(s) for your company. 1. Assess the current occurrence of the five inefficiencies of the linear model for your company (Reflection 1) 2. Reflect on your customers and think about their key pain points (Reflection 2) 3. Go through the circular business model sub-models, reflect on their current level of application in your company, and their potential (Reflection 3). 4. List potential circular business opportunities based on the reflections you have made on the inefficiencies, customer pain points and circular business model potential, and concretise the value proposition and key value levers for top 3 opportunities (Exercise 1). 5. Finally, select 1-2 opportunities to explore further and continue their evaluation with the value case tool and the business model canvas. Chapter 1: Why circular economy? Five inefficiencies in the linear model Chapter 2: What opportunities exist? Circular business models & sub-models Inefficiency analysis Illustrative playbook pages please refer to the entire chapter for support. 12
PELIKIRJA TYÖKALUPAKIN OSANA (Circular Economy Playbook 2018; Sitra, Teknologiateollisuus, Accenture) MAHDOLLISUUKSIEN TUNNISTUS CE2018_Business-model-development-toolkit LIIKETOIMINTAMALLIN HAHMOTUS CE2018_Business-model-canvas CE2018_Value-case-tool TOIMINNAN SKAALAUS JA OPEROINTI CE2018_Roadmap-development LIIKETOIMINNAN JA KYVYKKYYKSIEN VAIHEITTAINEN KEHITYS JA KOKEILU CE2018_Funding-requirement-analysis CE2018_Roadmap-development SITOUTUS PELIKIRJA KAPPALE JA 2 PRIORITEETTIEN SYNKRONOINTI Kuvausmalli ja esimerkkejä kiertotalousmallin suunnitteluun CE2018 ja visualisointiin Business-model-canvas työkalu liiketoimintamallin elementtien kuvaukseen Value-case-tool työkalu kiertotalousmallien karkeaan arviointiin KEHITYS- JA MUUTOSTARPEIDEN TUNNISTUS CE2018_Capability-maturity-assessment-tool CE2018_Technology-maturity-assessment-tool CE2018_Culture-gap-analysis CE2018_Ecosystem-partner-identification STRAQUEST
Five business models reduce the inefficiencies and create value for companies Reform use of resources Optimise capacity use CIRCULAR SUPPLY CHAIN Use of renewable energy, bio-based or potentially completely recyclable materials Manufacturing Logistics SHARING PLATFORM Increased usage rates through collaborative models for usage, access, or ownership Sourcing Marketing & sales Offer outcome oriented solutions Recover value in waste RECOVERY & RECYCLING Circular value chain Product use PRODUCT AS A SERVICE Offering of products for use with retention of product ownership which incentivises increase in resource productivity along the whole life cycle Recovery of usable resources or energy from waste or by-products Reverse logistics End of life disposal Extend life cycles PRODUCT LIFE EXTENSION Extension of the life cycle through repair, maintenance, upgrading, resale and remanufacturing 14
Business model specific sub-models modify different steps of the value chain to make it circular Build to last Circular supplies As a Service models are mostly concerned with the operation phase, but span across the value chain Performance as a Service Product as a Service Share Additional circular business models Circular supply chain Recycled direct materials Sustainable indirect materials Sharing platform Virtual sharing platform Physical sharing platform Marketing Product design Sourcing Manufacturing Logistics Product use & sales Repair & Maintain End of life disposal Recovery & Recycling Recover Downcycle Product life extension Restore Repurpose Refresh Return Upgrade Resell Remanufacture Recycle/upcycle LEGEND Linear value chain Circular Economy Value Chain Circular Supply Chain Product Life Extension Sharing platform Product as a service Recovery & Recycling Most circular opportunities are in the product use phase, bringing companies closer to their customers. 15
Example EXAMPLE Business model canvas Vision statement Optimised use of equipment capacity in an easy and cost-efficient way Market Offering Operating model Customers: Manufacturing companies Individual consumers Products/services: Facilitating matches between companies owning a piece of machinery / equipment that is not needed all the time and those needing the equipment every now and then Maintenance services for shared products Key partners: Companies willing to share their products IT partners to develop and maintain platform Payment solution providers Customer relationships: Establishing and cultivating equipment sharing community Value proposition: Avoided unnecessary costs from underutilised equipment Optimised use of capacity Easy and cost-efficient way to get equipment for use Key capabilities: Leveraging data to support product sharing Attracting customers to join the platform and cultivating the platform community Customer Channels: Website App Outlook/pipeline: Providing additional services for shared products, e.g. insurance, maintenance etc Expanding operations to other areas in Finland Using devices to facilitate tracking of products Key resources: IT platform Products to be shared Competitors: OEMs Other equipment sharing/rental platforms Digital: Big data to improve understanding of customer needs and preferences Potential use of IoT solutions to track product location, availability, energy consumption etc Financial aspects Revenue streams: Cost structure: Risks (facing /mitigating): Intangibles: Transaction fees Add-on sales Platform development & maintenance Service costs (logistics, maintenance, etc) Mitigating risk of owning costly machinery & equipment Facing risk of attracting enough customers to the platform Strengthened customer relationships through more frequent interaction Improved understanding of customer base Improved company image Enabling companies Financiers Insurance companies Technology providers 16
Introduction Value case summary General inputs Business model inputs Introduction The purpose of the value case tool is to give you a high-level understanding of the value potential of circular economy business models for your company. In other words, it is not a comprehensive business case tool, but rather a tool to help you understand the value levers of circular business models and their sub-models estimate revenue potential, cost impact and investment need for your company through simple calculations identify the most promising circular business models from a financial perspective How it works 1 2 Enter your company data in the General inputs sheet. Enter data on the business model specific tabs for the sub-models that you have identified as relevant for your company. Please note that the tool should be used only for one product, meaning that you should create a separate copy of the Excel file for each product you want to assess. 3 Review overall value potential in the Value case summary sheet. 17
PELIKIRJA TYÖKALUPAKIN OSANA (Circular Economy Playbook 2018; Sitra, Teknologiateollisuus, Accenture) MAHDOLLISUUKSIEN TUNNISTUS CE2018_Business-model-development-toolkit LIIKETOIMINTAMALLIN HAHMOTUS CE2018_Business-model-canvas CE2018_Value-case-tool TOIMINNAN SKAALAUS JA OPEROINTI CE2018_Roadmap-development SITOUTUS JA PRIORITEETTIEN SYNKRONOINTI CE2018 LIIKETOIMINNAN JA KYVYKKYYKSIEN PELIKIRJA KAPPALE 5 KEHITYS- JA MUUTOSTARPEIDEN TUNNISTUS VAIHEITTAINEN KEHITYS JA KOKEILU Pelikirjassa ei ole varsinaisia työkaluja CE2018_Capability-maturity-assessment-tool johdon, organisaation ja ekosysteemin CE2018_Funding-requirement-analysis (kumppanien) sitouttamiseen ja CE2018_Technology-maturity-assessment-tool näkemysten linjaamiseen CE2018_Roadmap-development Aihetta ja kiertaloushankkeiden CE2018_Culture-gap-analysis haasteita käsitellään kappaleessa 5 (s. 93 alkaen) Usein on hyvä pyrkiä varmistamaan CE2018_Ecosystem-partner-identification asianomaisten samanlainen ymmärrys operatiivisista vaikutuksista (operating principles) ja sopia yksinkertaisista hankkeeseen liittyvistä pelisäännöistä (simple rules) STRAQUEST
During the transformation journey, companies typically face barriers upfront consideration makes the journey easier Typical barriers for achieving circular advantage Internal External Organisational & Cultural Ecosystemrelated Financial Barriers related to required changes in value, mindset and behaviour of organisations to enable cross- functional collaboration and customercentricity Barriers related to required partnerships to leverage the full circular potential of value chains and to shape the framework conditions Barriers related to the different funding requirements, risk and return structures of circular business models that lead to challenges in securing funding 19
Sufficient resources are seen as the key barrier in transforming from linear to circular business models Foreseen implementation barriers and assessment of their likelihood (n=15) Sufficient resources 7% 67% 26% Internal resistance to change 20% 7% 13% 47% 13% Financing the transition 7% 33% 7% 40% 13% Uncertain business case 33% 33% 20% 14% Regulations 20% 33% 20% 13% 14% Leadership commitment 7% 40% 27% 13% 13% Customer adoption 7% 14% 29% 43% 7% Establishing partnerships 27% 27% 40% 6% Very unlikely Unlikely Neither unlikely or likely Likely Very likely 20
PELIKIRJA TYÖKALUPAKIN OSANA (Circular Economy Playbook 2018; Sitra, Teknologiateollisuus, Accenture) MAHDOLLISUUKSIEN TUNNISTUS CE2018_Business-model-development-toolkit LIIKETOIMINTAMALLIN HAHMOTUS CE2018_Business-model-canvas CE2018_Value-case-tool PELIKIRJA KAPPALEET 3-6 Työkirjassa kattava kuvaus yhdeksästä kyvykkyydestä, TOIMINNAN jotka mahdollistavat SKAALAUS JA eri OPEROINTI kiertotalousmallien CE2018_Roadmap-development toteuttamisen Työkalu yrityksen kiertotalouteen tarvittavien kyvykkyyksien arviointiin Työkalu yrityksen teknologisten valmiuksien arviointiin Työkalu yrityksen kultturin arviontiin kiertotaloushankkeen LIIKETOIMINNAN näkökulmasta JA KYVYKKYYKSIEN VAIHEITTAINEN KEHITYS JA KOKEILU Työkalu kiertotalous ekosysteemin toimijoiden tunnistamiseen CE2018_Funding-requirement-analysis ja valitsemiseen CE2018_Roadmap-development Yritysten on myös hyvä pyrkiä tunnistamaan uusien toimintamallien kehitystä ja käyttöönottoa vaikeuttavia esteitä tai ristiriitaisuuksia SITOUTUS JA PRIORITEETTIEN SYNKRONOINTI CE2018 KEHITYS- JA MUUTOSTARPEIDEN TUNNISTUS CE2018_Capability-maturity-assessment-tool CE2018_Technology-maturity-assessment-tool CE2018_Culture-gap-analysis CE2018_Ecosystem-partner-identification STRAQUEST
Nine capabilities enable companies to transform their value chain to increased circularity Nine circular capabilities 1 2 Design solutions to deliver customer outcomes Design products for circularity 1 2 Design / R&D 3 Sourcing & procurement 4 (Re)manufacturing 3 Source recycled or recyclable material 4 Produce, remanufacture and recycle products 4 Recycling Strategy & Leadership (Re)sales 5 Sell outcomes and lifecycle services 6 7 8 9 Take back products at end-of-life Deploy technologies and data for delivering outcomes Orchestrate ecosystem of partners Transform culture and steering Source: Adapted from earlier Accenture publication 6 Take-back 7 9 8 Resource handling Customer value delivery Aftersales Organisation and collaboration 5 22
YHDEKSÄN KIERTOTALOUDEN PÄÄKYVYKKYYTTÄ VAIKUTTAVAT OMAAN HENKILÖSTÖÖN, ASIAKKAISIIN JA ARVOVERKOSTON KUMPPANEIHIN (Source: Circular Economy Playbook: Sitra, Teknologiateollisuus, Accenture, 2018) STRAQUEST
Culture Gap Analysis (1/2) 1. Write down company-level cultural aspects (values, mindsets, behaviours) you think are relevant for the circular business model you consider 2. Assess your maturity level in those cultural aspects. Values Maturity level Mindset Maturity level Behaviours Maturity level Example: Sustainability Not lived in company Partly lived At core of culture Example: Things that increase client value are prioritised Not lived in company Partly lived At core of culture Example: Share know-how and experience across functions Not lived in company Partly lived At core of culture
Ecosystem partner identification (3a) What activities are required to get support from the current partners? (2a) List existing partners that could support with the identified areas / activities (1) List key areas / activities where you would need support from external partners, reflecting on your capability and technology assessment. e.g. product/solution design, raw material supply, waste management, recycling, taking back products at end-of-life, data collection & analysis, technology implementation, etc (2b) List new partners that could support with the identified areas / activities (3b) What activities are required to establish a partnership with the identified new partners? Tip: think about partners both upstream and downstream in your value chain (i.e. suppliers & companies interacting with your
PELIKIRJA TYÖKALUPAKIN OSANA (Circular Economy Playbook 2018; Sitra, Teknologiateollisuus, Accenture) MAHDOLLISUUKSIEN TUNNISTUS CE2018_Business-model-development-toolkit LIIKETOIMINTAMALLIN HAHMOTUS CE2018_Business-model-canvas CE2018_Value-case-tool TOIMINNAN SKAALAUS JA OPEROINTI CE2018_Roadmap-development SITOUTUS PELIKIRJA KAPPALE JA 5 PRIORITEETTIEN SYNKRONOINTI Työkirjassa ei ole esitelty varsinaisia kehitystyökaluja CE2018 pilotoinnista skaalaukseen LIIKETOIMINNAN JA KYVYKKYYKSIEN VAIHEITTAINEN KEHITYS JA KOKEILU CE2018_Funding-requirement-analysis CE2018_Roadmap-development Työkalu rahoitustarpeen analyysiin ja rahoitusaktiviteettien suunnitteluun Työkalu kiertotaloushankkeen eri KEHITYS- JA vaiheiden MUUTOSTARPEIDEN aikatauluttamiseen TUNNISTUS ja CE2018_Capability-maturity-assessment-tool suunnitteluun CE2018_Technology-maturity-assessment-tool CE2018_Culture-gap-analysis Vanhan toimintamallin rajoitukset on hyvä CE2018_Ecosystem-partner-identification kartoittaa, ja mahdollistaa toimintaa yksinkertaistamalla ja rajoitteita eliminoimalla uusien kyvykkyyksien / toimintatapojaen kehitys STRAQUEST
Business value The transition from the traditional to the new business model is gradual and has three phases Transformation journey Phase I II III I Explore & Shape Develop concepts for target business models, look for partners, design and test prototype(s) New business II Attract & Win Develop processes and partnerships and pilot new solution to convey benefits Traditional business III Scale fast & keep growing Adopt multiple circular business models across own operations and value chain Source: Accenture Time 30
Function 5: Leadership Function 4: Marketing & Sales Function 3: Manufacturing Example Function 2: Sourcing & Procurement Function 1: Design + R&D EXAMPLE Roadmap development Roadmap development Responsibilities and timing I. Explore & Shape Develop concepts for target business models, look for partners, design and test prototype(s) Define your time line depending on the pace you chose II. Attract & Win Develop processes and partnerships and pilot new solution to convey benefits 6 months 12 months III. Scale fast & keep growing Adopt multiple circular business models across own operations and value chain Time Develop circular design criteria and guide Collect and map customer needs & pain points (input from sales) Design and test prototype with customers in workshops Develop final product concept based on customer input Start designing service concept for new product Scale modular design for other product categories Finalise and validate service concept with customers Develop final service concept based on customer input Screen and assess new material suppliers Assess required changes in production Establish supplier agreements Screen and assess potential technology providers Perform supplier assessment Implement required changes in production Engage with supplier to trigger changes Prepare scale up of production Implement required changes in production Change supplier base/ deselect supplier as required Reassess suppliers Implement continuous supplier scoring and engagement Illustrative example for Build to last business model with consecutive development of Repair & Maintain Develop pricing models for new modular offering Participate in sales training on modular product sales Prepare pilot launch activities Promote pilot offering Develop pricing models for new modular offerings Screen technology partners for service concept Promote new modular offerings Develop pricing models for new service offerings Participate in training on service sales Prepare service launch activities Promote new service offering Communicate transformatio n kick-off and define targets and incentives Select pilot product(s) Secure funding: contact bank to get credit Organise training on modular product sales Approve launch of pilot Hire new staff Monitor pilot results and decide on next steps Launch new modular product categories Organise training on service sales Hire new staff for service sales Launch service concept 31
Funding requirement analysis 1) Please mark which business model you are exploring and require funding for Build to last Repair & Maintain Upgrade Circular Supplies Resell Recycle / upcycle Return Product as a Service What activities are required to finance the circular business model at your company? Share Remanufacture Perfomance as a Service 2) Based on the business case calculations you did, what are the funding requirements? A What type of investments will be required? B What amount of money you need? C What share would need to be financed externally? Fixed investments/ Equipment No additional investment 500.000 999.999 Inventory and working capital < 50.000 > 1.000.000 % Hiring and training of employees 50.000 99.999 Research and development 100.000 249.999 Other: 250.000 499.999 3) Which funding instrument would be appropriate for your cause? 4) Which funding partner would you approach?
PELIKIRJA TYÖKALUPAKIN OSANA (Circular Economy Playbook 2018; Sitra, Teknologiateollisuus, Accenture) MAHDOLLISUUKSIEN TUNNISTUS CE2018_Business-model-development-toolkit LIIKETOIMINTAMALLIN HAHMOTUS CE2018_Business-model-canvas CE2018_Value-case-tool TOIMINNAN SKAALAUS JA OPEROINTI CE2018_Roadmap-development SITOUTUS JA PRIORITEETTIEN SYNKRONOINTI CE2018 PELIKIRJA KAPPALE 5 Työkirjassa LIIKETOIMINNAN ei ole esitelty JA varsinaisia KYVYKKYYKSIEN kehitystyökaluja VAIHEITTAINEN pilotoinnista KEHITYS skaalaukseen JA KOKEILU Toteutuksen CE2018_Funding-requirement-analysis haasteita yleisellä tasolla käsitellään kappaleessa CE2018_Roadmap-development 5 (s. 93 alkaen) Työkalu kiertotaloushankkeen eri vaiheiden aikatauluttamiseen ja suunnitteluun KEHITYS- JA MUUTOSTARPEIDEN TUNNISTUS CE2018_Capability-maturity-assessment-tool CE2018_Technology-maturity-assessment-tool CE2018_Culture-gap-analysis CE2018_Ecosystem-partner-identification STRAQUEST
We help customers in strategic and operational development of financially, socially and environmentally sustainable solutions STRAQUEST juha.usva@straquest.com +358405795207