Abstract

AbstractWe live in a time of social transition. Everywhere in society, cracks are appearing. The only answer to these developments is to organize in radically different ways, saying goodbye to the present linear economy. That is what transition is all about. The search for new forms of value creation and the triple transition necessitates different business models. In turn this implies behavioural change, which may be the biggest challenge and greatest barrier to achieving a transition to a sustainable, circular, and inclusive economy. This book deliberately does not address the issue of change and transition. That would require yet another book. But to finish off we provide an overview of the obstacles and challenges of creating fundamental change. We say goodbye by providing you with the six elements of a successful business model. The key message of this last chapter is that mainstreaming sustainable business models is by no means a given, but over time will become the new normal.

Highlights

  • We have argued in this book that the search for new forms of value creation and the triple transition necessitates different business models: new business models that create multiple forms of value

  • Elaborating on the role of behaviour change would lead to a workbook within a workbook, given the nature and size of the change management discourse

  • It is an intriguing question of how the BMT could be used as a change management tool

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Summary

15.1 New Models of Organizing

Working with truly new business models will necessitate different organizational relationships: more horizontal and digitally facilitated within networks. The focus needs to be on how a configuration of parties bears shared responsibility for the life cycle of a building, a highway, or a raw material (e.g. plastic, concrete, or wood) This requires a different way of thinking and organizing, which is not incorporated into many business models. The ambition is to achieve value creation that is simultaneously sustainable, circular, and inclusive Working on this means revising (1) the nature of value creation in existing models or creating a new model from scratch, which leads to (2) a different organization of the value proposition with no one organization being central, but various parties taking responsibility over time, and (3) working with a wider range of transaction mediums (e.g. hybrid transaction systems), possibly facilitated by digital technology and developments such as cryptotechnology.

15.2 Change Is Always Challenging
Key Points
15.3 The Six Elements of a Successful Business Model
Closed-loop processes
Asset sharing
Use-based or service-based business models
An agile and adaptive organization
15.4 Final Word
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