Call for Chapters – Innovation for Sustainability Business transformations towards a better world

Call for Chapters –

Innovation for Sustainability

Business transformations towards a better world  

 

Submission Deadline Extended Abstracts:

18 September 2017

 

Publisher: Palgrave Macmillan

Palgrave Studies in Sustainable Business (in Association with Future Earth)

 

EDITOR TEAM:

Nancy Bocken1,2, Paavo Ritala3, Laura Albareda3,4, Robert Verburg2 

AFFILIATIONS:

Lund University; Delft University of Technology; Lappeenranta University of Technology;  Deusto University

 

 

 

Introduction

Innovation relates to development of new products and services, processes (production methods and procedures), technologies, organizational practices and business models. As a field of inquiry innovation is broad and distinctions can be made between the diffusion and adoption of innovations in the market versus organizational innovating and innovativeness. Here, we regard innovation as a process of turning opportunity into new ideas and of putting these into widely used practice (Tidd, Bessant, & Pavitt, 2005). Innovation is vital for organizational survival, long-term growth, and the abilities in both incremental and radical innovation constitute a significant source of competitive advantage for organizations (Teece, 2010; Gunday et al., 2011). However, a growing number of organizations also aim to include both social and environmental aspects as part of their economic value creation, since they understand that long-term competitiveness can only be achieved this way (Hart & Milstein, 2003; Porter & Kramer, 2011). Indeed, for an increasing number of firms, sustainability implies the creation, delivery and capturing of all three dimensions of value – economic, social, and environmental – as part of their business model (see e.g. Boons et al., 2013; Bocken et al., 2014; Iñigo et al., 2017; Lüdeke-Freund et al., 2016).

Accordingly, firms increasingly aim for sustainability-oriented innovation, rather than innovation as a solely profit-oriented pursuit (Adams et al., 2016) fostering complex transformation at the organizational level and society (Iñigo & Albareda, 2016). Here – we refer to sustainable innovation as both a process and an outcome of pursuits that increase economical, ecological and social aspects of value creation. Such innovation is all but easy, but when successful, the rewards are high for both innovating actors as well as the societies they are embedded in (e.g. Porter and Kramer, 2011; Eccless and Serafeim, 2013).

This book – ‘Innovation for Sustainability’ – will start from the big picture, the vision of sustainable innovation, strategy and leadership to the measurement, tools, and metrics for sustainable innovation. We highlight the strategic, organizational, and individual aspects of sustainable innovation, as well as its practical implications. Each of the chapters includes a range of academic contributions to the topic plus related commentaries contrasting real experiences (chapter by chapter) explained by professionals, leaders, entrepreneurs and managers from different business and organisational contexts such as NGOs, social and sustainable enterprises and governmental bodies. Thus, it will provide an overarching outline of the contemporary issues in Innovation for Sustainability from academic, business and social perspectives.

Objective of the Book:

The aim of this edited book is to provide an overview of the main dimensions, challenges and opportunities of sustainable innovation. This edited book will combine work from researchers active in different academic fields with contributions from professionals and entrepreneurs who work with sustainable innovation. The book will be an edited volume in which the chapters are written by researchers, as well as experienced experts, to understand and implement sustainable innovation projects.

The book aims to be a “solutions-driven” analysis and proposals fostering sustainable innovation towards a better world. Different chapters should be rather reflective and involve also a critical understanding of the challenges that need to be solved.

This book aims to be a key resource for Master students, PhD student, MBAs, but also scholars, practitioners and decision makers wanting to gain essential advanced knowledge about the field of sustainable innovation. Key topics are the analysis of different approaches to sustainable innovation, sustainable business model innovation, strategy and leadership, corporate responsibility and philanthropy, measurement and assessment mechanisms, impacts, tools and methods.

 

Recommended topics

The book aims to provide a comprehensive overview of the challenges in relation to sustainable innovation by presenting an overview of the relevant topics across four categories. Recommended topics include, but are not strictly limited to:

  1. The big picture: frameworks, types, drivers
  • Sustainable Innovation – classification and foundations
  • Sustainable business model innovation
  • Circular Economy and sustainable innovation
  • Philanthropy & Sustainable Innovation

 

  1. Strategy and leadership for a sustainability transition
  • Strategic sustainability and innovation
  • Leadership for sustainability and sustainable innovation
  • Sustainable innovation, sustainability Entrepreneurs, entrepreneurial teams
  • Sustainable innovation and sustainable Intrapreneurship

 

  1. Measurement and assessment of sustainable Innovation
  • Assessing the novelty and impact of sustainable innovation
  • Assessing the impact of new sustainable business models
  • Ethical issues in sustainable innovation

 

  1. Tools and methods
  • Sustainability, technology, and innovation
  • Embedding environmental and social aspects of sustainable innovation in organisations
  • Sustainable business experimentation

 

SUBMISSION PROCEDURE AND PUBLICATION

 

Researchers and practitioners individually or in teams are invited to submit on or before September 18, 2017, a 2-3 page manuscript proposal clearly explaining the topic and content of the proposed chapter (max. 1000 words including all). This can be delivered in the form of an extended abstract including initial outcomes, frameworks or tools and methods proposed, which may be visualized. Authors of accepted proposals will be notified about the status of their proposals as soon as possible (latest at 29 September) and at stage they will receive further chapter guidelines.

Full chapters are due by December 15, 2017. All submitted chapters will be reviewed on a blind review basis. The book is scheduled to be published by Palgrave Macmillan in early 2019.

The book will be published by Palgrave Macmillan and distributed worldwide. It will be part of the Palgrave Studies in Sustainable Business (in Association with Future Earth). The book will be published in hardback and ebook initially. It will also be included in Palgrave Macmillan’s Business and Management package on Springerlink, which is subscribed to by institutions around the world.

 

Schedule

 

  • September 18, 2017              – First draft of chapter proposals
  • September 29, 2017               – Invitations for full chapters and initial feedback
  • December 15, 2017                – Deadline for the full chapters
  • Dec 15- Feb 15 2018               – Peer review process
  • March 1, 2018                         – Peer review returned to authors
  • April 13, 2018                         – Deadline for final peer reviewed chapters
  • Summer 2018                         –  Final iteration & presentation of accepted chapters in   a workshop held adjacent to a major academic conference (not obligatory)
  • September 2018                     – Final Manuscript submission to Publisher
  • Jan/Feb  2019                          – Estimated Publication date

 

Inquiries and submissions can be sent electronically (Word document) by mail to the editorial team to the address sustainableinnovationbook@gmail.com

The PDF of the call for chapters is downloadable here: Palgrave Macmillan Call for chapters_FINAL.

The link to Palgrave Macmillan’s website with the call for chapters can be found here.

References

  • Adams, R., Jeanrenaud, S., Bessant, J., Denyer, D., & Overy, P. (2016). Sustainability‐oriented innovation: a systematic review. International Journal of Management Reviews, 18(2), 180-205.
  • Bocken, N. M. P., Short, S. W., Rana, P., & Evans, S. (2014). A literature and practice review to develop sustainable business model archetypes. Journal of Cleaner Production, 65, 42-56.
  • Boons, F., Montalvo, C., Quist, J. & Wagner, M. (2013). Sustainable innovation, business models and economic performance: an overview. Journal of Cleaner Production,  45, 1-8.
  • Eccles, R. G., & Serafeim, G. (2013). The performance frontier. Harvard Business Review, 91(5), 50-60.
  • Gunday, G., Ulusoy, G., Kilic, K., Alpkan, L. (2011). Effects of innovation types on firm performance. International Journal of Production Economics, 133 (2), 662-676
  • Hart, S., & Milstein, M. (2003). Creating sustainable value. Academy of Management Executive , 17 (2), 56-67.
  • Inigo, E. A., Albareda, L., & Ritala, P. (2017). Business model innovation for sustainability: exploring evolutionary and radical approaches through dynamic capabilities. Industry and Innovation, 24(5), 515-542.
  • Iñigo, E. & Albareda, L. (2016). Understanding sustainable innovation as a complex adaptive system: A systemic approach to the firm. Journal of Cleaner Production126 (10): 1-20.
  • Porter, M. & Kramer, M. R., (2011). Creating shared value. Harvard business review, 89(1/2), 62-77.
  • Lüdeke-Freund, F., Massa, L., Bocken, N., Brent, A., & Musango, J. (2016). Business Models for Shared Value: How Sustainability-Oriented Business Models Contribute to Business Success and Societal Progress. Cape Town: Network for Business Sustainability South Africa.
  • Teece, D. J. (2010). Business models, business strategy and innovation. Long Range Planning, 43, 172-194.
  • Tidd, J., Bessant, J. R., & Pavitt, K. (2005). Managing innovation: Integrating technological, market and organizational change (5th edition). Chichester: Wiley.

PLATE (PRODUCT LIFETIMES AND THE ENVIRONMENT) CONFERENCE 8-10 NOV 2017 DELFT, NETHERLANDS

PLATE Conference invitation http://www.plateconference.org/:

PLATE aims to address the detrimental impacts of our consumption through considering product lifetimes, bringing together academic researchers, industry, and policy stakeholders working in the field of sustainability. In June 2015, the 1st PLATE (Product Lifetimes and the Environment) conference was convened by Prof. Tim Cooper at Nottingham Trent University in the UK with over 100 people attending. Given its success, we are pleased to inform you that PLATE is not only continuing, but also expanding internationally. The 2nd PLATE conference will be hosted from 8-10th November 2017 at the Faculty of Industrial Design Engineering of the Delft University of Technology in the Netherlands.

The call for papers is now live on the PLATE website: http://www.plateconference.org/.

The conference proceedings will be published as a Thomson Reuters and Scopus-indexed e-book with IOS Press (Delft University Press). A selection of papers will be invited for a special issue in The Design Journal.

PLATE 2017 will embrace a multi-disciplinary perspective including design, geography, history, anthropology and culture, technology, business, economics, marketing, consumer behaviour, law, and public policy. Specifically, we welcome submissions of abstracts (up to 1,000 words) for proposed papers on the following and related themes:

  • Design for product longevity
  • The role of product lifetimes in resource efficiency
  • Product lifetimes optimization
  • Cultural perspectives on the throwaway society
  • Circular economy and product lifetimes
  • Business opportunities, economic implications and marketing strategies
  • Consumer influences on product lifetimes, including repair and reuse
  • Policy, regulation and legislation
  • Open theme

Important dates:

  • Submissions of abstracts (up to 1,000 words) for proposed papers are due January 13, 2017.
  • Acceptance of proposals will be announced by the end of February, 2017
  • Final papers/posters due by June 9, 2017
  • Conference registration opens December 2016

Preliminary conference schedule:

Wednesday, November 8, 2017 – Day 1 – Opening reception

Thursday, November 9, 2017 – Day 2 – Dinner Banquet

Friday, November 10, 2017 – Day 3 – Farewell drinks

We encourage scholars and practitioners, at every level from graduate student to seasoned scholar, to begin now to plan your contribution to PLATE 2017. Please feel free to inform and invite other people who might be interested to submit an extended abstract. We still welcome workshop proposals. A call for these will be announced early 2017; in the meanwhile, we welcome queries and informal expressions of interest at plate2017@tudelft.nl.

We look forward to seeing you in Delft, The Netherlands, in 2017!

Value mapping tool for Sustainable Business Modelling – Guides for facilitators

The Value Mapping Tool was developed to assist in ‘sustainable business modelling’ – the process of inventing new sustainable business model ideas.

The process of using the tool, and the terminology of value captured, value missed, value destroyed and new value opportunities were introduced in the first journal paper and earlier conference paper about the value mapping tool. By first considering the value captured, value missed and value destroyed from the perspective of multiple stakeholders, the failed value exchanges in existing business models can be identified. “Environment” and “Society” analogous to the work by Stubbs and Cocklin (2008)  are necessary stakeholders in the value mapping tool, next to the more familiar ones such as customers, the government and suppliers. The business is split up into its key stakeholders: employees and investors/ shareholders. Only after considering the value captured, missed and destroyed from these multiple stakeholder perspectives, new value opportunities should be sought that resolve failed value exchanges and create new forms of value through business model innovation. In this way, more value can be created for the whole value network, not only the firm and its customers.

Since its development the value mapping tool has been used by researchers and people in businesses around the world, which has led to various translations. This post shares some of these.

Because of multiple requests for advice, the brief guide with prompt questions for facilitation of workshops using the value mapping mentioned in the first journal paper can be found here:

An overview including a bit more background is available here:

 

Other languages 

Courtesy of researcher Ignacio Pavez the guide is now also translated into Spanish:

 

Courtesy of Dr Benjamin Tyl, the tool itself is now translated in French and the figure can be found below.

The document guideline-value-mapping-tool-fiche-ti-1446 also developed by Benjamin includes an in-depth guide for practitioners in French with various new ideas. It is structured according to: The workshop process (split into 3 sessions); Advice; FAQ; and Next steps.

 

Value mapping tool - French

Value mapping tool – French

 

Thanks for sharing your translated versions!

 

Happy Value Mapping!

 

Sources:

Scaling up social businesses

Social businesses can play a pivotal role in developing countries by addressing needs such as healthcare, energy, education and sanitation, but there a limited number of such businesses which have achieved significant size and reach.

These businesses address a social need while generating profits typically reinvested into the business itself, but there is limited understanding of the ways through which social businesses achieve scale.

New research identifies how social businesses can achieve scale:  “Increasing the number of customers or members of a business as well as expanding its offer and maximising its revenues until it reaches millions of people.”

The cases of BRAC, Aravind and Amul are investigated: how did these businesses develop over time and what strategies did they use?

The research identifies four key strategies and two methods for social businesses to scale up, which could help them reach billions of people in developing countries who could benefit from the services of such businesses.

Sources: 

University of Cambridge Judge Business School – Blog 20 September 2016 

Bocken, N.M.P., Fil, A., Prabhu, J. Scaling up social businesses in developing markets, Journal of Cleaner Production, 139, 295–308

Product design and business model strategies for a circular economy

The transition from a linear to a circular economy requires a range of strategic and practical practical challenges for companies. What are the product design and business model strategies for companies that want to move to a circular economy model?

The following paper (open access) discusses some potential design and business model strategies to support the move to a Circular Economy. Building on the work by Walter Stahel, the strategies of slowing, closing, and narrowing resource loops are introduced.

Slowing loops is about strategies to design long-life products and extend the useful life of products, for example through reuse and repair and new service-driven business models. It is about reuse of long-life products. Closing loops is concerned with closing the loop post consumer-use through recycling, resulting in a circular flow of resources. It is about reuse of materials. Narrowing loops is about resource efficiency, using fewer resources per product. It is about using fewer resources in the product design and production process phases.

Slide1

Figure 1: Strategies of closing, slowing and narrowing resource loops. Source: Bocken, de Pauw, van der Grinten and Bakker (2016). 

 

Different business model strategies and product design strategies are formulated to help slow, close and narrow resource loops. Figure 2 gives an example of the business model strategies which have been used as a framework for the book “Circular Business – Collaborate and Circulate”. 

With these strategies in mind, companies can start looking for new options to innovate their designs and business models to start the transition to a Circular Economy.

Slide1

Figure 2. Framework to assess circular projects and businesses in the book. Source: Kraaijenhagen, van Oppen and Bocken (2016),  p. 30. 

 

 

Sources:

Bocken, N.M.P., de Pauw, I., van der Grinten, B., Bakker, C. 2016. Product design and business model strategies for a circular economy. Journal of Industrial and Production Engineering, 32 (1), 67-81.

Kraaijenhagen, C., Van Oppen, C., Bocken, N. 2016. Circular business. Collaborate & Circulate. Circular Collaboration, Amersfoort, The Netherlands. Available at www.circularcollaboration.com

http://www.product-life.org

https://www.ellenmacarthurfoundation.org

SUSTAINABLE BUSINESS MODEL AND SUPPLY CHAIN CONCEPTIONS – TOWARDS AN INTEGRATED PERSPECTIVE

The concepts of Sustainable Supply Chains and Sustainable Business Models are closely related and highly complementary. Business model innovation often requires significantly new supply chain lay-outs. For example, when shifting from product sales to product rental or leasing models, new forms of distribution and product take-back are required. The relationship with retailers also changes. Similarly, supply chain opportunities can drive business model innovation, for example, when new distribution channels give access to new customer segments desiring different value propositions.

This blog discusses the similarities and differences between Sustainable Supply Chains and Sustainable Business Models .

It is based on the book chapter on the topic written by Florian Lüdeke-Freund, Stephan Gold and Nancy Bocken in the book “Implementing Triple Bottom Line Sustainability into Global Supply Chains” edited by Lydia Bals and Wendy Tate, published in May 2016 via Greenleaf)

 

Sources: 

Bals, L. & Tate, W. (2016) (Eds.): Implementing Triple Bottom Line Sustainability into Global Supply Chains.Sheffield: Greenleaf.

Lüdeke-Freund, F.; Gold, S. & Bocken, N. (2016): Sustainable Business Model and Supply Chain Conceptions – Towards an Integrated Perspective, in: Bals, L. & Tate, W. (Eds.): Implementing Triple Bottom Line Sustainability into Global Supply Chains. Sheffield: Greenleaf, 337-363.

BOOK LAUNCHED – ‘CIRCULAR BUSINESS – COLLABORATE AND CIRCULATE’

The book Circular Business – Collaborate and Circulate explains how you can establish a successful circular business. The three authors, Christiaan, Cécile and myself, are working in the area of sustainability and aim to close the gap between theory and practice in the circular economy. The sustainably produced book was launched with a festive event in Amsterdam on 18 March 2016 attended by over 100 invited guests with a sustainability and circularity interest. A number of case companies from the book – Gispen, MUD Jeans and Interface – explained in interviews how they are putting the circular economy into practice.

The Circular Economy has become a hot topic with specialists in sustainability and beyond. While the interest in ‘circularity’ has increased, many companies are still struggling with how to come to grips with this concept and putting this into practice. This gap motivated us (Christiaan Kraaijenhagen, Cécile van Oppen and Nancy Bocken) to think: Why is circular thinking not yet common sense? How can we do contribute positively to closing this gap? We noticed that a lot of companies started to think about the technical aspects, or, sometimes, the business model. A third aspect of collaboration is equally important, but there is even less knowledge about how to tackle this. This is unfortunate, because a circular economy cannot be created in isolation and requires new forms of collaboration.

10 practical steps

The book guides the reader through a process of 10 steps to initiate circular projects within an organisation, find the right collaboration partners and (financial) incentives and contracts. We take a positive perspective by explaining each of the steps with illustrative cases that successfully started to implement circularity. Several well known but also less-known cases are included such as Interface, Patagonia, Vitsœ, Marks & Spencer, Riversimple, Desso, MUD Jeans, Gispen and G-Star. These cases form an inspiration for companies and professionals who want to make important steps towards the move to a circular economy.

SETTING THE EXAMPLE

In collaboration with Ecodrukkers and Paperwise the book itself has become a circular economy example: it is printed using biological ink, on paper made from agri-waste. Readers are encouraged to make notes in the book and pass it on to the next user. In this way, the sub title “Collaborate and Circulate” gets a double meaning.

MORE INFORMATION AND ORDERING THE BOOK

The book and more information are available at: www.circularcollaboration.com

 

Circular Business Book Slide1

 

 

Book launch celebration 18 March 2016

The integration of a stakeholder perspective into the front end of eco-innovation

It is often recognised that stakeholder concerns are important for companies’ strategic processes towards sustainability (Bansal, 2005, Stubbs and Cocklin, 2008 and Bocken et al., 2013). Stakeholders are any person(s) or any organisation(s) potentially (directly or indirectly) affected by the operations of the organisation and vice versa (Freeman, 1984). In the value mapping tool for example, Society and Environment, are key stakeholders to take into account in the sustainable innovation process, in addition to the ones that are more familiar to business such as customers, suppliers and owners/ shareholders.

The front-end of eco-innovation, or the early stages of the eco-innovation process, including opportunity identification, opportunity analysis, idea generation, idea selection, concept and technology development (Koen et al., 2001) of eco-innovations is a key stage to start integrating these stakeholder concerns. At later stages of the innovation funnel, it is harder and costlier to change innovations. There are real opportunities in ensuring key stakeholders such as “Society” and “Environment” are integrated early-on into the innovation process. See for example this collection of studies on the business case for sustainability.

This research investigated how stakeholder concerns can be embedded in the from end of the eco-innovation process. This was investigated by running multiple scenarios with innovation teams (students and business) using different tools and approaches at the front end of eco-innovation. Tools such as the value mapping tool and eco-ideation were used with different innovation teams.

It was found that, although trying to integrate a variety of stakeholders in the innovation process is good to enrich the ideas, it can lower the number of relevant ideas generated. Furthermore, visualisation of stakeholder concerns, interests and conflicts is essential to enrich the process. Finally, during the facilitation of such sessions it is important to pay more attention to less familiar stakeholders such as “Environment” and “Society” than to ‘easy’ ones such as “Customers” and “Suppliers”. If easier, participants might imagine certain NGOs as proxies for Society and Environment when they brainstorm about these less familiar stakeholders.

Overall, the integration of multiple stakeholder concerns in the front-end of eco-innovation looks like a promising approach for sustainable innovation.

The full paper is available here.

 

Sources:

Bansal, P. 2005. Evolving sustainably: a longitudinal study of corporate sustainable development. Strategic Manag. J., 26, pp. 197–218

Bocken, S. Short, P. Rana, S. Evans. 2013. A value mapping tool for sustainable business modelling. Corp. Gov., 13 (5) (2013), pp. 482–497

Freeman, R.E. 1984. Strategic Management: A Stakeholder Approach. Pitman Publishing, Bosto

Koen, P., Ajamian, G. Burkart, Clamen, A. et al. 2001. Providing clarity and a common language to the ‘Fuzzy Front End’. Res. Technol. Manag., 44 (2).

Stubbs, W., Cocklin, C. 2008.Conceptualizing a “Sustainability business model”. Organ. Environ., 21 (2) (2008), pp. 103–127

Tyl, B., Valet, F., Bocken, N., Real, M. The integration of a stakeholder perspective into the front end of eco-innovation: a practical approach. Journal of Cleaner Production, Volume 108, Part A, Pp. 543–557: http://www.sciencedirect.com/science/article/pii/S0959652615010768

Sustainable venture capital

What is the role of ‘sustainable’ venture capitalist in developing new sustainable start-ups?

Venture capitalists have a special role to play as they usually invest during the more risky stages of doing business – when businesses are still relatively young and the business benefits are not yet fully crystalized. This research has focused on ‘pragmatic idealists’ – in short, those that want to change the world positively, but also want to make good business out of this.

Figure 1. Role of venture capital. Source: Bocken (2015) based on Marcus et al. (2013)

Key people in the industry were interviewed over a period of a couple of months in 2013. These ‘sustainable venture capitalists’ either started to work on this area because they see themselves as ‘practical idealist’, they disagree with the status quo, or they want to help mainstream sustainable businesses. Some are motivated by fear or a personal epiphany (e.g. having their first child).

Figure 2.  Pragmatic idealists. Source: Bocken (2015)

Innovation in the business model, collaboration, and a strong business case were found to be key reasons for sustainable start-up success. Failure often happens due to the fact that ‘start-ups just fail’ (about 9 in 10 as mentioned by some of the experts), but a strong existing industry is also important. On the investor side, there may be only a few suitable and willing venture capitalists to invest in sustainable ventures, because of a short-term investor mindset and a search for quick-win-formats (e.g. apps).

There is plenty of opportunity for large businesses to collaborate with start-ups by acting as an R&D partner of serving as a major customer. Entrepreneurs are already challenging existing business models (e.g. Airbnb, Zipcar, and numerous new service models, and sharing models (e.g. Peerby and Yerdle), which can eventually make existing business models obsolete. There is also opportunity in new forms of financing such as crowdfunding and peer-to-peer lending. In the end venture capitalists should plan for potential slower returns, in favour of positive societal and environmental benefits.

The full article can be found here:

Bocken, N. 2015. Sustainable venture capital – catalyst for sustainable start-up success? Journal of Cleaner Production (in press) http://www.sciencedirect.com/science/article/pii/S0959652615006460 (open access)

Other sources:

Marcus, A., Malen, J., Ellis, S. 2013. The Promise and Pitfalls of Venture Capital as an Asset Class for Clean Energy Investment: Research Questions for Organization and Natural Environment Scholars. Organ. & Environ, 26 (1), 31-60.

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Value mapping for sustainable business thinking

Value mapping for sustainable business thinking

Pressures on business to operate sustainably are increasing. As a result, companies need to adopt a systemic approach to doing business, that integrates consideration of the three dimensions of sustainability – social, environmental, and economic – in a manner that generates shared value creation for all stakeholders including the environment and society.

This is referred to as “sustainable business thinking”.

The business model is a useful framework for system-level innovation. It is about the way business is done. It makes a link between different activities inside a company, such as design and production, to more outward looking activities, such as supply chain management, managing partnerships, and distribution.

A business model framework is included below.

Screen Shot 2015-03-09 at 14.44.21

 Figure. Business model framework. Bocken et al. (2015), adapted from Richardson (2008), Osterwalder and Pigneur (2010) Bocken et al. (2013) and Short et al. (2013).

A value mapping tool has been developed before to assist in ‘sustainable business modelling’ (see below). The tools aims to help create awareness of stakeholder perspectives, contradictions and synergies, and consider the value captured, missed and destroyed for each stakeholder to develop new opportunities that could benefit the whole network of stakeholders, not just the firm and the customer.

Figure. Value mapping (this particular version was used in a joint workshop for AMFI together with Christiaan Kraaijenhagen 20 Jan, 2015)

In this study, the potential use of value mapping as a tool and process was explored, to encourage sustainable business thinking. A range of workshops (over 20) was held with different audiences – industry, academic and student, non-profit – to get a better idea of the usefulness of the tool in different settings.

The potential applications to stimulate sustainable business thinking identified by using the tool include the following:

(1) Ideation for start-ups and established firms, to develop new sustainable business model ideas

(2) Education, to learn about sustainable business model innovation, by using case studies for example

(3) Product and process design and life cycle thinking

(4) Evaluation and screening, of new business model ideas

(5) Systems thinking, to take a more holistic perspective on doing business

(6) Collaboration, to find out about each other’s ‘value maps’ and find common ground

More information on value mapping as an approach is available at:

Bocken, N., Rana, P., Short, S. 2015. Value mapping for sustainable business thinking. Journal of Industrial and Production Engineering, DOI: 10.1080/21681015.2014.1000399 

Bocken, N., Short, S., Rana, P., Evans, S. 2013. A value mapping tool for sustainable business modelling. Corporate Governance, 13 (5), 482 – 497