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

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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

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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

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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

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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

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Can we change the world?

Passion

Network

Education and

KnowledgeInteraction

Aspiration

Making knowledge

workEllen MacArthur Foundation