There are some heroes that recognise this, seemingly unafraid to take risks and make the fundamental changes that are necessary they are embracing the business model challenge in truly entrepreneurial ways.Įveryone knows and loves Patagonia – with its long-established product-take-back service, demonstrating responsibility for the entire product lifecycle, including repairs. This new bottom line for business will require a very different mindset. We face a business model choice: it comes down to whether your business model is about giving and regenerating, or if it is geared towards depleting and destroying both natural and social capital. And if we starting addressing this challenge properly, it will mean new business model options – including product-take-back, the sharing economy, and so on. Meeting this challenge, we need joined-up thinking between sustainable production and consumption: this is all about the business model, how real value is created, and how money is made and distributed. This is important no matter how good we think we are, in terms of resource efficient production, if we don’t address our unsustainable consumption patterns – we will still deliver net degradation, and we will fail to deliver ‘ one-planet prosperity’. The circular economy is also moving up the maturity profile beyond the initial attractions of radical resource efficiency and more sustainable production – although these are still important dimensions that we need to retain and build upon – towards the necessary evolutionary link with more sustainable consumption. Now, everyone wants to go circular, from McKinsey to M&S. From its humble origins in the early 1970s – with Kaundborg’s Industrial Symbiosis, Walter Stahel’s vision for an ‘economy in loops’, and Braungart & McDonough’s instrumental cradle-to-cradle design thinking – this game-changing concept is reaching the mainstream of business.
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