Padmakshi Rana

A value mapping tool for sustainable business modelling

This paper builds on work undertaken on SustainValue, a European Commissions 7th Framework Programme (FP7/2007-2013). The authors gratefully acknowledge the support of the European Commission, and the contribution of the academic and industrial partners on this project in developing and testing the ideas presented herein.

Value mapping for sustainable business thinking

Pressures on business to operate sustainably are increasing. This requires companies to adopt a systemic approach that seeks to integrate consideration of the three dimensions of sustainability – social, environmental, and economic – in a manner that generates shared value creation for all stakeholders including the environment and society. This is referred to as sustainable business thinking. The business model concept offers a framework for system-level innovation for sustainability and provides the conceptual linkage with the activities of the firm such as design, production, supply chains, partnerships, and distribution channels. A value mapping tool has been presented in the literature to assist in sustainable business model innovation. This study explores the use of value mapping for broader sustainable business thinking, by reflection on its use in workshop settings. A range of new applications is identified which is expected to be of interest to business practitioners, policy makers, and academic researchers.

Embedding Sustainability in Business Modelling through Multi-stakeholder Value Innovation

This paper investigates how businesses might create balanced social, environmental and economic value through integrating sustainability more fully into the core of their business. For this purpose a more systematic approach to business model innovation for sustainability is required. A novel value mapping tool is proposed to help firms create value propositions better suited for sustainability. The tool adopts a multiple stakeholder view of value, a network rather than firm centric perspective, and introduces a novel way of conceptualizing value that specifically introduces value destroyed and value missed, in addition to traditional terms of the core value proposition, and new opportunities for value creation and capture. This will support business modelling for sustainability.

Road-mapping the business potential of sustainability within the European manufacturing industry

Purpose – The purpose of this study is to explore the required changes, outline business potential and envisage the key steps that a networked manufacturing industry needs to take to reach more sustainably performing manufacturing in the future. Design/methodology/approach – The paper utilises a visionary road-mapping approach to study the required changes and the business potential related to sustainable development in the manufacturing industry. Findings – The results were summarised in three sub-roadmaps empowerment of stakeholders, increase efficiency and creation of new performance criteria. On the basis of the summary of the sub-roadmaps, the framework was configured to describe the opportunities and challenges of sustainable business development in the European manufacturing industry. Research limitations/implications – A clear implication of this study is that a more system-oriented approach, new models for collaboration between network actors and transparently shared network-level KPIs are requir...

Business Modelling for Sustainable Manufacturing

The paper proposes a business modelling process for manufacturing firms to assist them in integrating sustainability into their business model. The process consists of four steps. Expected outputs and questions, driving the analysis and decisions carried along the process, are also included in each step. The proposal is grounded on the state of the art review and a state of practice review done through six exploratory case studies.

Towards Sustainability Governance in Value Networks

No organization is an island—all need relationships with other organizations to survive and grow. Furthermore, in the present networked environment the traditional focus on firms as discrete entities is increasingly inappropriate, and multiple values and conflicting interests must be considered at both value network and business ecosystem levels (Valkokari et al. 2012). In particular, sustainability as future-oriented business development task challenges companies to rethink their current business operations and network structures.

Sustainable Business Models: Theoretical Reflections

Nidumolu et al. (Harvard Bus Rev, September: 57–64, 2009) argue that sustainability is becoming increasingly essential for long-term success of companies. Those that do not rethink the business models around sustainability will limit long-term ability to create competitive advantage. Economic sustainability is a prerequisite for any viable business model, as without this there cannot be longevity for the business. While this is generally conceptualised as a requirement for growth and profitability, this need not necessarily be the case—there is a growing body of literature around the subjects of steady-state economics and not-for-profit social enterprises. Beyond economic sustainability, the need for environmental and social sustainability is increasingly recognised. Companies are attempting to address this within the framework of existing business models and exploring business model innovations.

Sustainable Manufacturing: Challenges, Approaches and a Roadmap

Manufacturing is an important pillar of the society providing goods and services of primary importance for supporting the quality of human life. One of the most pressing challenges facing Europe and the world is the need for a transition to resource-efficient economy. Sustainability, in a manufacturing context, means enabling a diverse pool of industrial participants to pursue economic growth without undermining social and environmental issues of workforce management, building community relations, use of natural resources, carbon dioxide emissions, waste management and product and services responsibility. This chapter discusses on the relevance of sustainability from manufacturing perspective, sustainable manufacturing definition, strategies, impacts and approaches and describes a roadmap for sustainable manufacturing.

Methods and Tools for Sustainable Manufacturing Networks—Results of a Case Study

Manufacturers need be proactive, innovative and operationally efficient to succeed in the current business environment. The transition toward sustainable manufacturing requires new approaches in the design, manufacture and use of products and services. These approaches need to take into account the network of stakeholders who influence and can be influenced by the sustainability of the product in the course of its life cycle. This paper presents results of a case study that used and tested methods and tools developed for creating a sustainable business model for a manufacturing company. The main research questions addressed here are: how to develop a sustainable business model; and how to explicitly illustrate to potential customers the life cycle costs of different solutions.

Engineering for Sustainable Value

Sustainability is increasingly recognised as a key approach to long-term high value creation along the entire engineering value chain. Engineering for sustainable value creation requires business models that systematically integrate each stage of the engineering value chain to maximise total value creation. There is a need for methods and tools to help companies deliver such sustainable value. This chapter presents a conceptual model of engineering for sustainable value, and a practical tool (i.e. Sustainable Value Analysis Tool) to elicit value uncaptured across the whole life cycle and uncover new value opportunities through a structured and visual approach. The tool has helped a number of engineering companies to innovate business models for sustainable engineering operations in global value networks.