Circular Economy by Sarah Dixon
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Circular Economy by Sarah Dixon

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Dr Sarah Dixon of Bradford University School of Management on 'the Circular Economy - Implications for Business Schools

Dr Sarah Dixon of Bradford University School of Management on 'the Circular Economy - Implications for Business Schools

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Circular Economy by Sarah Dixon Circular Economy by Sarah Dixon Presentation Transcript

  • Ellen MacArthur Foundation Business Schools Study Tour The Circular Economy -Implications for Business Schools 21st May 2012 Dr Sarah Dixon Bradford University School of Management www.bradford.ac.uk/management
  • Agenda 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? www.bradford.ac.uk/management
  • The World is ChangingCrisis of Anglo Aging populations inAmerican capitalism developed world ‘Arab spring’ Rapid technological Changing regional change economic power Finite resourcesPower of socialmedia Climate change 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
  • Making Knowledge Work Circular Economy Concept Requires: Rigorous evidence Cross-disciplinary based research research Knowledge Support from transfer funding bodies Academic & Close interactionsbusiness credibility with businesses Impact case Management studies adapation www.bradford.ac.uk/management
  • Organisational Adaptation Exploitation Deployment Entry Point: Dynamic Capabilities Exit Point: Turnaround Failure to Incremental Innovation Intervention Upgrade Temporary Innovation Matrix Sustainable Strategic Capabilities Sustainable Competitive Operational Capabilities Temporary Competitive competitive competitive Advantage Advantage advantage advantage Disruptive Innovation Entry Point: Exit Point: Exploration Renewal Linked Disruptive Organizational Learning Failure to Dynamic Capabilities Intervention innovation Innovation Redesign Path creation Exploration (Incremental Innovation) Exploitation Business Business Reengineering Dynamic Capabilities Lifecycle as Usual (Systemic Innovation)Risk of imitation Operational Dynamic Temporary or substitution competitive Capabilities advantage www.bradford.ac.uk/management
  • Constraints on Innovation Stockmarket Revenue and margin growth vs. risk and lower margins Reward systems Linked to known revenues vs. linked to innovation People Way we do things = success vs. new things may = failure www.bradford.ac.uk/management
  • Influences on adaptation Top management team attitudes and willingness tochange Firm characteristics:  Culture, structure  Approaches to innovation  Procedures for approval of new business Mechanisms and support for sharing ideas andinteractions between managers  Appropriate communications, networks & communities Organizational responses to mistakes and attitude to risks Attitudes to success and failure Balancing ‘new’ and ‘old’ business Strategy and the current business models/foci of thefirms www.bradford.ac.uk/management
  • 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’ www.bradford.ac.uk/management
  • SEC – Conceptual Environmental Strategy
  • 3.5 Proposals – North & South Perspectives South Perspective North PerspectiveConfronting Inequality: Celebrating Diversity
  • The Loop (SEC) Research and knowledgetransfer  Create and support new business models Programmes  Incubate new businesses Incubation units  Support regeneration Consultancy  Spread the word Student enterprise  Underpin with research Schools outreach  www.bradford.ac.uk/management
  • Can we change the world?Education Aspiration and InteractionKnowledge Passion Making Network knowledge Ellen work MacArthur Foundation www.bradford.ac.uk/management