Phase Two: Designing

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來自 Erasmus University Rotterdam 的課程

A Business Approach to Sustainable Landscape Restoration

20 個評分

Erasmus University Rotterdam

A Business Approach to Sustainable Landscape Restoration

20 個評分

Integrated landscape management and large-scale landscape restoration should be in every company’s business strategy because in order to reach the Sustainable Development Goal on Land Degradation Neutrality (SDG Number 15.3) scaling up and acceleration of business-driven landscape restoration is urgently needed. This requires business professionals with a vision, the right knowledge and skills. This MOOC aims to train the next generation of business professionals and developers to acknowledge business’ interdependency with healthy landscapes and understand the value of ecosystem resources. “Historically, we have found countless ways to justify our continued exploitation of the environment: discovery, tradition, Manifest Destiny, even Chinese hoax. But we’re all out of excuses now. Each passing day swells the data on greenhouse gases and extreme weather, shrinking reservoirs and rising sea levels, and diminishing biodiversity. Our resources are finite, the window for change if not firmly shut, is certainly closing, and all life must adapt or be doomed.” Téa Obreht, The New Yorker, Dec. 19&26, 2016, p. 106. It is a frightening prospect indeed – that all life on Earth must either adapt or be doomed. This course is about landscape degradation – a global and wicked problem that is contributing to the dooming prospect of depletion of Earth’s finite resources. But this course is also about the solutions to this problem – business driven landscape restoration. So rather than leaving you powerless with the prospect Obreht puts fowards above, it is our hope that you learn how you can be part of the solution to making sure that Planet Earth still provides a safe and habitable home for future generations. We must act big and we must act now. With this course we want to pass on valuable knowledge and teach you useful skills that you can apply in your professional life that will enable you to tackle the issue of landscape degradation and restoration. The issue is urgent, so let’s dive right into it. This MOOC is developed by the ENABLE partnership, which is co-funded by the ERASMUS+ programme of the European Commission and involves a diverse, international group of organizations including Rotterdam School of Management, Erasmus University, Commonland, United Nations University Land Restoration Training Programme, the Spanish National Research Council and Estoril Global Conferences.

從本節課中

How to design a sustainable business model?

We are drawing close to the end of this course on business-driven landscape restoration. You have been introduced to thinking about landscapes as a scientist and as a business professional.In this week we will introduce several new tools. First, we will study the business model canvas, which can be readily understood and applied by biologists, geologists, investors, and managers. The canvas is a great tool for communication, especially in landscape restoration projects where different stakeholders work together. The business model canvas gets at the heart of what value such a project will create, how and for whom, and how the project will generate revenues to be financially sustainable. Second, we will also introduce an alternative version of the business model canvas, the PPP canvas - public-private partnership canvas - which is particularly useful when the stakeholders of the project come from different industries and disciplines, and from all three sectors of society; the state, civil society, and private sector. Lastly, we will look at sustainable business model innovation which is process of identifying, designing, and implementing a business model that generates sustainable value for the firm, its stakeholders, and the socio-ecological system in which it is embedded.

Phase One: Identifying8:57

Phase Two: Designing6:39

Phase Three: Implementing5:43

與講師見面

Simon W. Moolenaar
Dr. ir.
Commonland Foundation, Science & Education
Rob van Tulder
Prof. dr.
Department of Business-Society Management, Rotterdam School of Management
Johann Thorsson
Dr.
United Nations University Land Restoration Training Programme & Soil Conservation Service of Iceland
Nicola Favretto
Dr.
University of Leeds; United Nations University Land Restoration Training Programme
Ólafur Arnalds
Professor
United Nations University Land Restoration Training Programme & Faculty of Agricultural and Environmental Sciences, Agricultural University of Iceland
Asa L. Aradottir
Professor
United Nations University Land Restoration Training Programme & Faculty of Agricultural and Environmental Sciences, Agricultural University of Iceland
Steve Kennedy
Associate Professor
Rotterdam School of Management

Welcome.

This video is the second of three parts

explaining sustainable business model innovation process.

It is focused on the second phase

of the sustainable business innovation process termed designing.

In this phase a firm seeks to take the knowledge gathered in the first identifying stage

and enter a design process to formulate new constructions

of business models that have a sustainable value proposition,

value delivery, and sustainable value capture.

After watching this video, you will recognize the type of organizational practices

that are required for you to design your own sustainable business model.

Let's take a dive into the phase to understand what it entails.

This stage begins with identifying

who will play a role in the design process and in what way.

This exercise will leverage the stakeholder mapping of stage one

and the set of people from both inside and outside of the firm.

This network can be a source of ideas, flag up critical problems,

and give some validation of concepts.

When creating the co-innovation network it is important to manage expectations

of those involved and ensure that confidentiality agreements

are in place, if necessary.

Stakeholders might also require some reward

for their participation such as early access to the outcome.

Business model design commonly utilizes a tool called

the business model canvas to build up the elements relating to value proposition,

value delivery, and value capture.

This canvas acts the templates of nine different building blocks

that together describe how a business model will work.

It can be used as a hands-on tool for groups to creatively think about

and discuss business model elements.

It also steers you to answer critical questions on how the business model will function.

Many scholars have now adapted this design tool

for use in creating sustainable business models.

Firms may also begin their design process by considering common archetypes

of sustainable business models.

Bocken and her colleagues identify eight primary categories

with multiple opportunities within each firms can select from to form the start

of their design thinking.

Each of these groupings have a different value proposition,

delivery, and capture configuration.

Their relevance for the firm will depend on aspects such as product type,

consumer preferences, access to financial capital,

and technical competencies available.

An example of an archetype is a business model that focuses

on delivering functionality to the user instead of transferring ownership.

In this model, a consumer pays for access to a product

or service instead of purchasing it.

For instance, a consumer may wish to use an electric drill

just for a day to hang up some pictures and prefer to pay a small amount

for daily access rather than a more expensive purchase for continued ownership.

By retaining ownership of the drill the company now

has control over the material resources.

The drill can be used multiple times by different uses,

repaired and its components reused when it becomes obsolete.

The firm is also incentivized to now create products

that last as opposed to traditional business models

that need products to fail in order to generate repeat sales.

When designing a new sustainable business model,

questions should be asked about the assumptions it rests upon

and the key uncertainties identified.

This may be economic, political, societal, technological, legal, or industry factors.

Will a new piece of legislation support or disrupt the model?

Will consumers continue to care about a particular concern?

Will the local economy take a significant downturn?

By identifying these uncertainties and considering how they are connected,

scenarios of the future may be created.

The aim here is not to control those futures but instead to gain an understanding

of how the business model might operate under different contexts.

This exercise may lead to amending the design of the business model

to make it more resilient or help choosing between competing designs.

Drawing a systems map, such as the example given on the screen,

directly utilizes the system analysis from stage one.

This map will give an understanding of how the newly designed business model

will impact the socio-ecological system in which it is embedded.

This is an opportunity to consider if it may produce an undesirable feedback loops

but also consider if the business model can be adapted to offer improved system benefits.

Conducting a lifecycle assessment enables the comparison of the environmental impacts

of new business model designs.

A lifecycle assessment considers aspects such as energy use, material inputs,

and pollution releases to help guide the choices within business model design

and in selecting between formulated business models.

An assessment can also be done to understand if the new business model design

offers environmental improvement versus the market incumbent.

Thank you for joining us for this second part

of three videos looking at the sustainable business model innovation process.

And I look forward to seeing you for part three, focused on the implementing phase.

Happy innovating.

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