RESTART Sustainable Business Model Innovation (Palgrave Studies in Sustainable Business In Association with Future Earth)

Taking the business model as point of departure, this open access book explores how companies and organizations can contribute to a more sustainable future by designing innovative models that are both sustainable and profitable. Based upon years of research, it draws together theoretical foundations and existing literature on the topic of sustainable business alongside case studies and practical solutions. After examining the theoretical foundations of sustainable business model innovation, the authors present their own framework – RESTART. Consisting of seven factors, this framework can be the basis for restarting any business model. The final section outlines a research agenda for sustainable business informed by the perspectives and frameworks put forward in this book. Foreword 7 Preface 8 Acknowledgments 14 Contents 16 List of Figures 20 List of Tables 21 Part I 23 1: Why Sustainable Business Model Innovation? 24 1.1 A RESTART of Business Models for a Brighter Future Earth 26 1.2 The Methodological Approach of This Book 28 1.3 Let Us RESTART Sustainable Business Model Innovation 31 References 31 2: The Seven Steps of the RESTART Framework 33 2.1 A RESTART for Business Models of the Future 34 2.2 A Brief Introduction to the RESTART Framework for Sustainable Business Model Innovation 38 References 39 3: RESTART: What, Why, How and So What? 42 3.1 Responsibility and Opportunity 42 Companies are Problem Solvers 44 Responsibility and Opportunity: Two Drivers of Sustainable Business Models 46 Toward Sustainable Business Models 48 3.2 Sustainable and Profitable 48 More of Everything That is Good 49 3.3 The Next Step: Aligning Financial, Social and Environmental Bottom Lines 53 A Sustainable Interplay 54 Sustainability Can Pay—But It is No Walk in the Park 56 Our Collective Luxury Trap 58 Societal Boundaries 59 Next Stop: RESTART 61 References 62 Part II 66 4: Roadmap to a RESTART 67 References 70 5: Redesign Rather than Standstill 73 5.1 The Business Model as the Story of How the Company Works 74 Companies as Stories 76 Creating Value Through Successful Value Propositions 78 To Deliver What You Promise 80 Getting a Bigger Share of the Pie 81 The Hypothesis of What the Customer Wants 82 5.2 Redesigning Business Models 84 Innovation of Business Models 86 Disrupt or Die? 87 References 90 6: Experimentation Rather than Turnaround 93 6.1 The Science of Profitability 94 Do Not Put All the Eggs in the Same Basket 95 Control, Experiment and Innovate! 97 Changes Big and Small 98 6.2 Asking the Right Questions 100 Experimentation in Practice 102 References 105 7: Service-Logic Rather than Product-Logic 107 7.1 At Your Service 108 What Do We Mean by Service-Logic? 109 The Sharing Economy as Service-Logic 110 7.2 Access to Everything 113 Profit from Services 114 When the Internet Enters Our Things 116 References 118 8: The Circular Rather than the Linear Economy 121 8.1 The Future Goes in Circles 122 From Linear to Circular Value Chains 123 The Two Fundamental Cycles 125 8.2 Resources Astray 128 Values at Stake 129 Inspired by Nature 132 Unemployment Also Reflects Resources Astray 133 The Circle is Not Closed 136 References 137 9: Alliances Rather than Solo-runs 139 9.1 Unite and Collaborate! 140 Between Competition and Collaboration 141 From Value Creation to Value Capture 143 9.2 Creating and Sharing Value 144 The Company as a Coalition of Stakeholders 146 References 150 10: Results Rather than Indulgences 152 10.1 With an Eye on the Ball 153 The Road to Being Sustainable and Profitable 154 10.2 Prioritize What Matters 158 Is It Profitable to Solve the Most Important Problems? 161 Let Sustainable Business Flourish! 162 References 166 11: Three-Dimensionality Rather than One-Dimensionality 169 11.1 Take the Lead 170 Take Me to Your Leader 172 Leadership at All Levels 173 11.2 Building a Better World 175 Organizing for Sustainability 176 The Structures That Support 177 Build a Bridge to Your Surroundings 178 Better Dashboard, Better Management 179 Walk It Like You Talk It 180 Move the LEGO Blocks Around 182 References 182 12: RESTART Before It is Too Late 185 12.1 It is Not Going to Be Easy 188 12.2 Ready, Set, RESTART! 189 Reference 191 Part III 192 13: A Recap of the RESTART Framework 193 14: A Process Model for Sustainable Business Model Innovation 197 14.1 A Closer Look at the Four Phases of the Sustainable Business Model Innovation Process 201 14.2 Why the Business Model RESTARTer? 204 14.3 Starting the RESTART 204 References 206 15: Avenues for Future Research 207 15.1 Mind the Gap! 208 15.2 Research Designs and Methodologies 210 15.3 A RESTART Research Agenda 212 15.4 An Ocean of Opportunities 217 References 218 16: Case Study: A RESTART for Scanship 223 16.1 Business Opportunities on the Floating City 225 16.2 Solutions for Cleaner Oceans 227 16.3 Toward Uncharted Waters 229 16.4 Restarting Scanship: Practical Challenges and Research Opportunities 230 References 233 17: Case Study: A Circular Business Model for Orkla and BIR? 234 17.1 Orkla and Its Ecosystem 235 17.2 BIR: From Waste Manager to Circular Business Partner? 237 17.3 Recognize—Rethink—Reinvent— Reorganize 238 17.4 Restarting Together: More Cake for All? 241 Reference 241 References 243 Index 260 Front Matter ....Pages i-xxiii Front Matter ....Pages 1-1 Why Sustainable Business Model Innovation? (Sveinung Jørgensen, Lars Jacob Tynes Pedersen)....Pages 3-11 The Seven Steps of the RESTART Framework (Sveinung Jørgensen, Lars Jacob Tynes Pedersen)....Pages 13-21 RESTART: What, Why, How and So What? (Sveinung Jørgensen, Lars Jacob Tynes Pedersen)....Pages 23-46 Front Matter ....Pages 47-47 Roadmap to a RESTART (Sveinung Jørgensen, Lars Jacob Tynes Pedersen)....Pages 49-54 Redesign Rather than Standstill (Sveinung Jørgensen, Lars Jacob Tynes Pedersen)....Pages 55-74 Experimentation Rather than Turnaround (Sveinung Jørgensen, Lars Jacob Tynes Pedersen)....Pages 75-88 Service-Logic Rather than Product-Logic (Sveinung Jørgensen, Lars Jacob Tynes Pedersen)....Pages 89-102 The Circular Rather than the Linear Economy (Sveinung Jørgensen, Lars Jacob Tynes Pedersen)....Pages 103-120 Alliances Rather than Solo-runs (Sveinung Jørgensen, Lars Jacob Tynes Pedersen)....Pages 121-133 Results Rather than Indulgences (Sveinung Jørgensen, Lars Jacob Tynes Pedersen)....Pages 135-151 Three-Dimensionality Rather than One-Dimensionality (Sveinung Jørgensen, Lars Jacob Tynes Pedersen)....Pages 153-168 RESTART Before It is Too Late (Sveinung Jørgensen, Lars Jacob Tynes Pedersen)....Pages 169-175 Front Matter ....Pages 177-177 A Recap of the RESTART Framework (Sveinung Jørgensen, Lars Jacob Tynes Pedersen)....Pages 179-182 A Process Model for Sustainable Business Model Innovation (Sveinung Jørgensen, Lars Jacob Tynes Pedersen)....Pages 183-192 Avenues for Future Research (Sveinung Jørgensen, Lars Jacob Tynes Pedersen)....Pages 193-208 Case Study: A RESTART for Scanship (Sveinung Jørgensen, Lars Jacob Tynes Pedersen)....Pages 209-219 Case Study: A Circular Business Model for Orkla and BIR? (Sveinung Jørgensen, Lars Jacob Tynes Pedersen)....Pages 221-229 Back Matter ....Pages 231-253