Organizing For Sustainability: A Guide To Developing New Business Models

✍ Scribed by Jan Jonker, Niels Faber

• Publisher: Palgrave Macmillan
• Year: 2021
• Tongue: English
• Leaves: 259
• Edition: 1
• Category: Library

✦ Synopsis

This upper-level Open Access textbook aims to educate students and professionals on how to develop business models that have a positive impact on people, society, and the social and ecological environment. It explores a different view of how to organize value creation, from a focus on an almost exclusively monetary value creation to one that creates positive impact through multiple values. The book offers students and entrepreneurs a structured approach based through the Business Model Template (BMT). It consists of three stages and ten building blocks to facilitate the development of a business model. Users, be they students or practitioners, need to choose from one of the three offered business model archetypes, namely the platform, community, or circular business models. Each archetype offers a dedicated logic for vale creation. The book can be used to develop a business model from scratch (turning an idea into a working prototype) or to transform an existing business model into one of the three archetypes. Throughout the book extra sources, links to relevant online video clips, assignments and literature are offered to facilitate the development process. This book will be of interest to students studying the development of business models, sustainable management, innovation, and value creation. It will also be of interest executives, and professionals such as consultants or social entrepreneurs seeking further education.

✦ Table of Contents

Acknowledgements
Praise for Organizing for Sustainability
Disclaimer
About This Book
Contents
Student Testimonials on the Business Model Template
Readers’ Guide
The Business Model Template at a Glance
About the Authors
Abbreviations
List of Figures
List of Tables
1 Speaking of Transition
1.1 The Triple Transition—Climate, Energy, and Circularity
1.2 A New Model for Organizing Multiple Value Creation
1.3 Measuring Performance
1.4 The Business Model Template
References
2 Business Modelling
2.1 A Short History of Business Modelling
Why Conventional Business Model Toolkits Are No Longer Fit for Purpose
Towards a Business Modelling Approach for a Sustainable Economy
2.2 The Modelling Process
2.3 Key Business Model Archetypes
2.4 Horizontal and Vertical Organization
2.5 Summary: Engaging with the Business Model Template
References
Part I Definition Stage
3 Motive and Context
3.1 Exploring the Challenge and Opportunity
The Context of Everyday Normal
3.2 Tools for Visualizing the Motive and the Context
3.3 Case Studies: Motive and Context
3.4 In Conclusion
References
4 The Dream
4.1 The Bright Spot on the Horizon
About Dreaming
About Rhetoric and Framing
4.2 Using Framing to Bring Your Dream to Life
4.3 Case Studies: Dream
4.4 Curating Dreams
References
5 The Value Proposition
5.1 Developing the Perfect Proposal
5.2 Speaking of Value Creation
5.3 Value Creation and Change
5.4 Some Reflections on the Scope of Value Creation
5.5 Case Studies: Proposition
5.6 It’s Not That Simple
References
Part II Design Stage
6 Business Model Archetypes
6.1 The Logic of Value Creation
6.2 Platform Business Models
6.3 Community or Collective Business Models
6.4 Circular Business Models
6.5 Selecting a Business Model Archetype
6.6 Case Studies: Business Model Archetypes
6.7 Laying a Logical Foundation
References
7 Parties Involved
7.1 Who Is Participating?
7.2 Identifying People
7.3 Case Study: Parties
7.4 The Art of Uniting Parties
References
8 Strategy
8.1 Mapping Out the Route
A Short Reflection
8.2 Tools
Strategy as a Plan: Analytical Tools
Strategy as a Route: Conceptual Tools
8.3 Case Studies: Strategy
8.4 Everything Is Context
References
9 Core Activities
9.1 The More Specific the Better
9.2 Core Activities Framework
9.3 Case Studies: Core Activities
9.4 A Running Score
References
10 External Test
10.1 Seek Confrontation
10.2 Testing Is Applied Research
10.3 Minimum of Five Checks in an External Test
10.4 Case Studies: External Test
10.5 Has Your Business Model Survived the Test?
References
Part III Result Stage
11 Impact
11.1 Speaking of Impact
11.2 Quantifying Impact
11.3 Case Studies: Impact
11.4 Assessment and Impact Reporting
11.5 Keep It Simple
References
12 Value(s) Creation
12.1 Everything Is a Transaction and Has Value
12.2 Speaking of Transactions
Transactions and Externalities
Inclusivity and Hybridization
12.3 Typology of Transactions and Revenue Models
To Have or Not to Have, That is the Question
12.4 Bartering, Time Banks, and Hybrid Transactions
Bartering and Beyond
Hybrid Transactions
12.5 What Is the Business Case of Your Business Model?
How Do You Shape Transactions in Your Business Model, and What Do You Exchange?
12.6 Case Studies: Value(s) Creation
12.7 Conclusion
References
13 Alternative Routes
13.1 Alternative Routes Through the BMT
13.2 Idea-Driven
13.3 Proposition-Driven
13.4 Network-Driven
13.5 Impact-Driven
13.6 Competence-Driven
13.7 What Route Do You Take?
Using a Modified PDCA Cycle
14 The Art of Doing
14.1 From the BMT to a Working Business Model
14.2 KipCaravan Project
Building Block #1—Motive and Context
Building Block #2—Dream
Building Block #3—Proposition
Building Block #4—Business Model Archetypes
Building Block #5—Parties
Building Block #6—Strategy
Building Block #7—Core Activities
Building Block #8—External Test
Building Block #9—Impact
Building Block #10—Value(s) Creation
14.3 Sun at School NSV2 (Zon Op School NSV2) Project
Building Block #1—Motive and Context
Building Block #3—Proposition
Building Block #9—Impact
Building Block #5—Parties
Building Block #7—Core Activities
Building Block #6—Strategy
Building Block #4—Business Model Archetype
Building Block #2—Dream
Building Block #8—External Test
Building Block #10—Value(s) Creation
Building Block #9—(Second Iteration) Impact
Building Block #3—(Second Iteration) Proposition
14.4 The Secret to Success
References
15 Epilogue
15.1 New Models of Organizing
15.2 Change Is Always Challenging
15.3 The Six Elements of a Successful Business Model
15.4 Final Word
References
Appendix A: Quick Scan
Appendix B: Glossary
Ableism
Archetype (of a Business Model)
Big, Hairy, Audacious Goal (BHAG)
Business Model
Circularity (1)
Circularity (2)
Commons
Community
Context
Conversion
Core Activity
Corporate Social Responsibility (CSR)
Dream
Eco-efficiency and Eco-effectiveness
External Check
Externalizing
Future-Proof
Hybrid
Hybrid Transactions
Impact
Inclusion (1)
Inclusion (2)
Inclusion (3)
Indicators
Life Cycle Analysis
Loops (1)
Loops (2)
Model
Network
Parties
Platform
Sticky Problems
Strategy (1)
Strategy (2)
Substitution
Sustainability (1)
Sustainability (2)
Sustainability (3)
Sustainability (4)
Template
Transaction
Transition
Value Creation
Value(s) Creation
Value Proposition
Wicked Problems, a.k.a. Sticky Problems
References
Appendix C: Educational Assignments
Suggested Assignments for Building Block #1—Motive and Context
Suggested Assignments for Building Block #2—Dream
Suggested Assignments for Building Block #3—Proposition
Suggested Assignments for Building Block #4—Business Model Archetypes
Suggested Assignments for Building Block #5—Parties
Suggested Assignments for Building Block #6—Strategy
Suggested Assignments for Building Block #7—Core Activities
Suggested Assignments for Building Block #8—External Test
Suggested Assignments for Building Block #9—Impact
Suggested Assignments for Building Block #10—Value(s) Creation: Transaction Types
General Assignments
References
Appendix D: Sustainable Development Goals
Implementation of SDGs
Sources
Appendix E: Sustainability Tools
Measuring Impact (Impact Wizard)
CO2 Calculator
Futureproof Community
Appendix F: Templates
Index

✦ Subjects

Corporate Environmental Management