Agenda. 15:00 Webinar opens. 15:05 Introduction and context. 15:10 Presentation. 15:30 Question and comments. 15:45 Webinar closes

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2 Agenda 15:00 Webinar opens 15:05 Introduction and context 15:10 Presentation 15:30 Question and comments 15:45 Webinar closes 2

3 Business Models for Sustainability - Recent Developments, Recurrent Tensions, and some Ideas for Future Collaboration Esben Rahbek Gjerdrum Pedersen Professor (mso) CBS Centre for Corporate Social Responsibility 3

4 Business Models Def: A business model describes the rationale of how an organization creates, delivers, and captures value (Osterwalder & Pigneur, 2010, p. 14). The infrastructure (partners, resources, activities, etc.). The value proposition The customer interface (segmentation, relationship, channels etc.). The financial system (cost and revenue streams). The whats, whos, hows 4

5 The Business Model Canvas Key Partners Key activities Value proposition Customer relationships Customer segments Key resources Channels Cost structure Revenue streams Source: Osterwalder & Pigneur (2010), 5

6 Emerging Questions Who are partners? Value for whom? Narrow stakeholder perspective? Key Partners Key activities Value proposition Customer relationships Customer segments Key resources Linear Thinking? Channels Cost structure Revenue streams Single organisations? Source: Osterwalder & Pigneur (2010), Only economic costs and benefits? What about context? 6

7 Sustainable Business Model Emerging literature on sustainable business model innovation and related concepts: Green business models Social Business Models Triple layered business models Shared value business models Circular business models Flourishing business models Etc. Core characteristics: Broader understanding of value. Broader understanding of stakeholders. System perspective. Long-term orientation. Circular thinking? Business models are often perceived from a value creation perspective that focuses on satisfying customer needs, economic return and compliance. For sustainability thinking, this focus is too narrow and raises the need for a more holistic view of value that integrates social and environmental goals, to ensure balancing or ideally alignment of all stakeholder interests to deliver sustainable value creation. (Bocken et al., 2015, p. 70) 7

8 Example: Adding Sustainability Key Partners Key activities Value proposition Customer relationships Customer segments Key resources Channels Cost structure Revenue streams Social and environmental costs Social and environmental benefits Osterwalder, A. and Pigneur, Y. (2010), Business Model Generation, John Wiley and Sons, Inc. 8

9 Example: Adding Sustainability 9

10 Example: Adding Sustainability del_concepts_in_corporate_sustainabilty_context.pdf 10

11 Sustainable Business Model Archetypes Boundaries for sustainable business models? 11 Source: N.M.P. Bocken*, S.W. Short, P. Rana, S. Evans (2013), A literature and practice review to develop sustainable business model Archetypes, Journal of Cleaner Production, 65,

12 Drivers for New Business Models for Sustainability Opportunities (e.g. new technologies and growing markets ) Threats (e.g. resource scarcity and stricter regulation) New Business Models for Sustainability 12

13 Sustainable Business Model Innovation Source: Nidumolu, R., Prahalad, C.K., & Rangaswami, M.R. (2009), Why Sustainability is Now the Key Driver of Innovation, Harvard Business Review, 87(9): Souice: Sawhney, Mohanbir; Wolcott, Robert C.; Arroniz, Inigo. The 12 Different Ways for Companies to Innovate. MIT Sloan Management Review. Spring2006, Vol. 47 Issue 3, p

14 Sustainable Business Model Innovation Source: Nidumolu, R., Prahalad, C.K., & Rangaswami, M.R. (2009), Why Sustainability is Now the Key Driver of Innovation, Harvard Business Review, 87(9): Source: Sawhney, Mohanbir; Wolcott, Robert C.; Arroniz, Inigo. The 12 Different Ways for Companies to Innovate. MIT Sloan Management Review. Spring2006, Vol. 47 Issue 3, p Most companies are compliers! 14

15 The Dangers of Business Models Aspirational talk (Christensen et al., 2013) Hypocrisy (Brunsson, 2002) Bullshit (Frankfurt, 2005) New Business Models Greenwashing 15

16 Example: The Recycling Bin 16

17 Next Steps Area Topic CBS Examples Research Extending/blurring boundaries of business models - Different models. - Different levels. - Different types. - Different sectors. Education Beyond conventional pedagogies (lectures and cases) New types of business-academic collaboration. Collaborative Business Models (special issue). Complex business models (sharing, health, cities etc.). MOOCs (sustainable fashion Online Education (Erasmus+ Sustbus) Experiments (Rio to Roskilde) Practice Consistency acroos practices, praxis and practitioners. Within-Sector and Cross-Sector Collaboration Business models,business cases, and existing sources of rigidity. New types of partnerships, joint events, knowledge sharing etc. 17

18 THANK YOU FOR YOUR ATTENTION! 18