Circular Economy by Sarah Dixon
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Transcript of Circular Economy by Sarah Dixon
www.bradford.ac.uk/management
The Circular Economy - Implications for Business Schools
21st May 2012
Dr Sarah Dixon Bradford University
School of Management
Ellen MacArthur Foundation Business Schools Study Tour
www.bradford.ac.uk/management
Context – the world is changing Curriculum - what we need to develop Research and knowledge transfer - how to make knowledge
work Organisational adaptation – constraints and enablers of
innovation University of Bradford – committed to the cause Conclusion – can we change the world?
Agenda
www.bradford.ac.uk/management
Aging populations indeveloped world
Changing regional economic power
Crisis of Anglo American capitalism
Power of social media Climate
change
Finite resources
The World is Changing
‘Arab spring’
Rapid technological change
Need to rethink
www.bradford.ac.uk/management
Circular Economy Curriculum
Rethink economic systems Rethink supply chains Rethink manufacturing and operations management Rethink financial models and accounting systems Rethink sales and marketing Rethink technology and information systems Rethink business models and strategy
www.bradford.ac.uk/management
Circular Economy Concept Requires:
Making Knowledge Work
Knowledge transfer Support from funding bodies
Close interactions with businesses
Cross-disciplinary research
Rigorous evidence based research
Academic & business credibility
Impact case studies
Management adapation
www.bradford.ac.uk/management
Organisational Adaptation
Deployment
ExplorationPath creation
ExploitationDynamic Capabilities
Dynamic Capabilities
Operational CapabilitiesTemporary Competitive
Advantage
Strategic CapabilitiesSustainable Competitive
Advantage
Entry Point:Turnaround Intervention
Exit Point:Failure to Redesign
Entry Point:Renewal
Intervention
Exit Point:Failure to UpgradeIncremental Innovation
Disruptive Innovation
Linkedinnovation
(Incremental Innovation)
Disruptive Innovation
Business as Usual
BusinessReengineering
(Systemic Innovation)
Capabilities
Expl
orati
on
Operational
Expl
oita
tion
Dynamic
Org
aniza
tiona
l Lea
rnin
g
Sustainablecompetitiveadvantage
Risk of imitationor substitution
Temporarycompetitiveadvantage
Temporarycompetitiveadvantage
Innovation Matrix
Dynamic Capabilities Lifecycle
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Constraints on Innovation
StockmarketRevenue and margin growth vs. risk and lower margins
Reward systemsLinked to known revenues
vs. linked to innovation
PeopleWay we do things = successvs. new things may = failure
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Top management team attitudes and willingness to change
Firm characteristics: Culture, structure Approaches to innovation Procedures for approval of new business
Mechanisms and support for sharing ideas and interactions between managers Appropriate communications, networks & communities
Organizational responses to mistakes and attitude to risksAttitudes to success and failure
Balancing ‘new’ and ‘old’ business Strategy and the current business models/foci of the
firms
Influences on adaptation
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Bradford Commitment to Circular Economy
EMF Partnership since 2010 Postgraduate Certificate in Circular Economy 10+1 Summit 2011 on closed loop thinking EMF HEI Partner
MBA in Enterprise, Innovation and Circular Economy Leeds City Region scoping study Planned research programme with Euromed ‘The Loop’
SEC – Conceptual Environmental Strategy
Confronting Inequality: Celebrating Diversity
3.5 Proposals – North & South Perspectives
South Perspective
North Perspective
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The Loop (SEC)
Research and knowledge transfer Programmes Incubation units Consultancy Student enterprise Schools outreach
Create and support new business models Incubate new businesses Support regeneration Spread the word Underpin with research
www.bradford.ac.uk/management
Can we change the world?
Passion
Network
Education and
KnowledgeInteraction
Aspiration
Making knowledge
workEllen MacArthur Foundation