Abstract

The circular economy concept is a novel economic model aiming to foster sustainable economic growth, boost global competitiveness, and generate new jobs. In order to make the circular economy mainstream, radical and systemic innovation is needed. Currently, a majority of the business modelling tools and methods lack at least some of the identified and needed elements for innovating business models in a circular economy. In this article, we build a framework for sustainable circular business model innovation by adding important perspectives: recognizing trends and drivers at the ecosystem level; understanding value to partners and stakeholders within a business; and evaluating the impact of sustainability and circularity. We present the results of a case study with a startup company, which was designed to test the framework and provide a concrete example of its usage and future development needs. Sustainability is not a luxury; it is a basic human right.

Highlights

  • The dominant linear economic model is running out of road, with non-renewable natural resources dwindling and becoming more expensive

  • It is clear that radical innovations and disruptive business models are needed in order to tackle the current challenges and move towards the circular economy model; one example could be providing a solution such as "mobility as a service" instead of selling means of transport such as cars, motorcycles, etc

  • We propose our framework for circular economy business model innovation that is tested with one Finnish startup to evaluate their circular economy business model

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Summary

Introduction

The dominant linear economic model is running out of road, with non-renewable natural resources dwindling and becoming more expensive. It is clear that radical innovations and disruptive business models are needed in order to tackle the current challenges and move towards the circular economy model; one example could be providing a solution such as "mobility as a service" instead of selling means of transport such as cars, motorcycles, etc. New players or changing roles create a need for re-designing existing value networks and related business models.

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