EcoConception Logicielle

Abstract

This paper discusses the development of circular business models for a large white goods manufacturer. A 7-year journey in designing, discussing, adapting, and finally finding a potentially profitable circular offer is summarized, and the barriers that had to be overcome in this process are highlighted. The shift from selling washing machines to repeated leases with remanufacturing steps in-between turned out to be very challenging. Despite the numerous claims in the consulting world that both manufacturers and consumers can benefit from the transition to a circular economy, it took multiple iterations to find a business model with the potential of being economically attractive to both the company and the client. The transformation process of shifting to a circular business model tends to be highly underestimated by companies and involves many issues beyond product design such as customer relationships, return logistics, remanufacturing operations, and service contracts. Researchers will need to work with companies to address the transition issues and to increase the relevance of circular economy research.

La sobriété numérique, un enjeu grandissant

Ces leviers, quels sont-ils? D’abord veiller à ce que le datacenter qui héberge le site soit approvisionné à l’aide de renouvelables. Un exemple instructif: le site Low Tech Magazine, qui fonctionne grâce à de l’électricité solaire produite à Barcelone. Son design est suffisamment sobre pour tenir sur un serveur hébergé uniquement approvisionné par électricité solaire. Mais ce n’est pas tout. Pour être en phase avec ses valeurs et à des fins pédagogiques, le site est occasionnellement mis hors ligne... lorsque les périodes nuageuses s’éternisent!

Abstract

Shifting from a linear to a circular bio-economy requires new business models. The objective was getting insights into the uncharted research field of business model innovation for a circular and sustainable bio-economy within the agrifood sector. Eight European cases valorising agricultural waste and by-products by closing loops or cascading were studied regarding their innovation drivers and elements, via interviews, on-site visits and secondary data. In this domain, the findings highlight that business model innovations are depending on the (i) macro-environmental institutional-legal conditions and market trends, (ii) driven by internal economic, environmental and/or social objectives, but especially strongly linked to (iii) other actors often from different sectors seeking synergies and (iv) value co-creation via combined organisational and technological innovations. Business models for a circular bio-economy thus depend on various action levels and need radical combined organisational and technological innovations for a most efficient usage of agricultural waste and by-products. This also means new business configurations instead of linear innovation strategies currently still being dominant due to economic viability.

Abstract

The circular economy aims to minimize resource inputs and waste and emission outputs of the economy and its organizational subsystems. This can benefit both financial and sustainability performance of companies. To analyze industrial implementation of the concept, the prevalent unit of analysis on the firm level is currently the circular business model. Our investigation of nine Swedish biogas companies and one branch organization indicates a range of conceptual shortcomings that challenges this approach. Our comparative case analysis points towards circular ecosystems being a more appropriate concept to describe the high level of coordination between different stakeholders necessary to implement circular systems. This increases the suitability to analyze, plan, and communicate circular economy systems on an organizational level, especially if value chain integration is low. An ecosystem perspective can thus support innovation and entrepreneurship in the context of the circular economy.

Abstract

Circular business models (CBMs) have huge potential to deliver economic, social, and environmental benefits, but CBMs have yet to be implemented widely in industrial settings. One reason is that they are often presented as one-size-fits-all solutions, but this is misplaced because product-specific criteria and company capabilities determine the correct choice and implementation of CBMs. Therefore, the purpose of this paper is to investigate how CBM selection and capability development facilitates the implementation of CBMs. For this purpose, we have adopted a qualitative research approach and undertaken 25 explorative interviews in three large Swedish manufacturing companies. In this paper, a CBM implementation framework consisting of two parts has been developed. The first part addresses the choice of the appropriate CBM based on tactical configurations. The second part provides a capability development path by explicating underlying routines that need to be progressively developed in order to move smoothly to more advanced CBMs.

Abstract

The transition to a circular economy (CE) requires companies to evaluate their resource flows, supply chains, and business models and to question the ways in which value is created. In the high value manufacturing (HVM) sector, this evaluation is critical, as HVM enables value in nonconventional forms, beyond profit, including unique production processes, brand recognition, rapid delivery times, and highly customized services. We investigate the role of value, cost, and other factors of influence in the selection of a circular business model (CBM) for HVM. Explored through five case studies using a qualitative evaluation of circularity, we then contribute to the emerging field of CBMs by modifying the CBM canvas that can capture the nontraditional value, traditional value, cost, and other influencing factors enabled via CBM adoption in HVM. Finally, the important role of digital technologies for incentivizing and enabling CBM adoption, is clarified.

Abstract

This paper presents a reasoned account of the critiques addressed to the circular economy and circular business models. These critiques claim that the circular economy has diffused limits, unclear theoretical grounds, and that its implementation faces structural obstacles. Circular economy is based on an ideological agenda dominated by technical and economic accounts, which brings uncertain contributions to sustainability and depoliticizes sustainable growth. Bringing together these critiques demonstrates that the circular economy is far from being as promising as its advocates claim it to be. Circularity emerges instead as a theoretically, practically, and ideologically questionable notion. The paper concludes by proposing critical issues that need to be addressed if the circular economy and its business models are to open routes for more sustainable economic development.

L’objectif 20/20/20 défini en 2007 par les dirigeants de l’UE ancre la transition numérique comme un incontournable pour maîtriser le changement climatique : La réduction de 20% de la consommation d’énergie d’ici 2020 et l’atteinte de la part de 20% d’énergie renouvelable ne sera atteignable qu’avec l’aide du numérique.

Cependant, force est de constater que la transition numérique, telle qu’elle est actuellement mise en oeuvre, participe au dérèglement climatique plus qu’elle n’aide à le prévenir. C’est le constat de The Shift Project : Le développement exponentiel du numérique génère une augmentation forte de son empreinte environnementale. Alors que la consommation d’énergie du secteur croit de 9% par an, les impacts croissants du numérique restent systématiquement sous-estimés. En cause, l’imperceptibilité des usages, liée à l’invisibilité des infrastructures, la miniaturisation des équipements et la généralisation de l’offre de service cloud.

L’Institut du Développement Durable et des Relations Internationales soutient dans son livre blanc Numérique et Environnement que le numérique n’est ni intrinsèquement bon ou mauvais.

Comment alors faire converger transition énergétique et transition numérique, les deux transitions majeures du 21ème siècle ?