Innovation day 2012 13. olivia de ruyck - verhaert - 'critical succes factor of eco-innovation insights of a pan-european study'
1. October 26th 2012 Slide 2
CRITICAL SUCCESS FACTORS OF ECO-
INNOVATION: INSIGHTS OF A PAN-
EUROPEAN STUDY
CONFIDENTIAL
Olivia De Ruyck
Innovation consultant
Olivia.deruyck@verhaert.com
2. October 26th 2012 Slide 3
OECD: Organisation for Economic Co-Operation
and Development
What is OECD?
• A “club” of 30 industrialized
countries
• Forum for policy dialogue and
development based on science and
technology
• Provider of instruments for
harmonization, co-operation, cost
sharing and outreach
• This project about eco innovation.
• Verhaert is recognized eco-
innovation expert by OECD
adjunct-secretaris-generaal
Role of OECD?
3. October 26th 2012 Slide 4
What is eco innovation?
‘Eco-innovation is the process of developing new products, processes or services
which provide customer and business value but significantly decrease environmental impact.’
Fussler, C. and James, P. (1996) Eco-innovation: A Breakthrough Discipline for Innovation and Sustainability (Pitman Publishing).
4. October 26th 2012 Slide 5
Can Europe combine ambitious environmental
objectives with strong industrial competitiveness?
Eco innovation aims at
creating economic &
environmental value
• Ecologic:
EU’s Co2 reduction
targets:
-20-30% by 2020
> 80% by 2050
5. October 26th 2012 Slide 6
Can Europe combine ambitious environmental
objectives with strong industrial competitiveness?
• Economic:
Eg. Japan, USA: eco
innovation at the heart
of their strategy for the
21st century
Trend in publications on eco-innovation
6. October 26th 2012 Slide 7
Why is there a need to stimulate eco
innovation in Europe?
Markets by
themselves will not
deliver the needed
solutions.
Clear policy signals
are essential
7. October 26th 2012 Slide 8
55 case studies from 14 countries:
Business models classified as:
• Greener product/process based models
• Waste regeneration systems
• Alternative energy-based systems
• Efficiency optimisation by ICT
• Functional sales and management services
• Innovative financing schemes
• Sustainable mobility systems
• Industrial symbiosis
• Green neighbourhoods and cities.
8. October 26th 2012 Slide 9
What is the goal of the project?
Incremental innovations will not lead
to a technological & ecological shift.
Explore the potential of radical &
systemic eco innovation and learn
how successes can be further
extended and accelerated through
the application and elaboration of
innovation policy
9. October 26th 2012 Slide 10
Degrees of innovation
Degrees of eco-innovation?
Incremental
Substantial
Radical
G r a v e t y o f u n m e t n e e d
Comparativeeffectiveness
0 = no change
1 = total cure
0=Trivial
1=Depth
10. October 26th 2012 Slide 11
Degrees of innovation
Eco efficiency Lifecycle
management
Closed loop
production
(cradle to
cradle)
Industrial
symbiosis
Green
products
Eco -
design
Product
service
systems
New
models of
provision
Spatial
application
I N C R E M E N TA L /
D I S R U P T I V E
I N N O VAT I O N
R A D I C A L / S Y S T E M I C
I N N O VAT I O N
PRODUCTION
PROCESS
PRODUCT &
SERVICES
Pollution
control
Cleaner
production
O r g a n i z a t i o n a l b a r r i e r
11. October 26th 2012 Slide 12
Success factors to introducing eco innovations
Source OECD
Success factors of eco-innovation?
12. October 26th 2012 Slide 13
Success factors to introducing eco innovations
OECD Report Insights
1. Alliances with other firms and stakeholders:
Many firms implemented their eco-innovations in co-operation with other firms,
local authorities and other stakeholders.
Example: The Kalundborg industrial symbiosis project in Denmark
13. October 26th 2012 Slide 14
Success factors to introducing new business models
OECD Report Insights
2. Challenge the business models of existing firms: New and young
firms are prone to exploiting technological or commercial opportunities which have
been neglected by more established companies.
Example: Better Place
NOTE: Policy needs to create the room for such new firms by enabling their entry, exit and
growth, ensuring fair competition and improving access to finance, which remains a major
constraint for the entry and growth of young firms.
14. October 26th 2012 Slide 16
Success factors to introducing new business models
OECD Report Insights
3. Reinforce Customer behavior: Knowledge of green consumer behavior
is important for environmental and business reasons. Eco innovations are first
adopted by lead-users before coming to the mean stream user. Marketing
campaigns and or financial stimulation can facilitate customer behavior.
Example: E-bike sharing
15. October 26th 2012 Slide 17
Success factors to introducing eco innovations
OECD Report Insights
4. Dedicated Leadership for assimilating big changes:
The dedication of the firms leadership is an important driver for assimilating changes
and introducing new eco-innovation concepts as cradle-to-cradle and closed-loop
production.
Source Live Long and prosper – James Gray
16. October 26th 2012 Slide 18
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Editor's Notes
Eco-innovation is at the heart of the 2007 Japanese Strategy for Sustainable Society in the 21st
Century1 and is explicitly referred to in a number of key policy documents (OECD, 2008b). The Ministry
of Economy, Trade and Industry (METI) defines eco-innovation as “techno-social innovations to meet
environmental challenges, resource constraints and diversification of values among the people with
compatibility between economy and environment”.
Eco-innovation is at the heart of the 2007 Japanese Strategy for Sustainable Society in the 21st
Century1 and is explicitly referred to in a number of key policy documents (OECD, 2008b). The Ministry
of Economy, Trade and Industry (METI) defines eco-innovation as “techno-social innovations to meet
environmental challenges, resource constraints and diversification of values among the people with
compatibility between economy and environment”.
POLICY: Vervuiling = afremmen, eco producten = stimuleren
Need governments & industry support to:
Change price signals eg. environmental taxes
Standards & regulations
Delivering green skills
Supporting environmental technologies
Labour markets
Eco-innovation is at the heart of the 2007 Japanese Strategy for Sustainable Society in the 21st
Century1 and is explicitly referred to in a number of key policy documents (OECD, 2008b). The Ministry
of Economy, Trade and Industry (METI) defines eco-innovation as “techno-social innovations to meet
environmental challenges, resource constraints and diversification of values among the people with
compatibility between economy and environment”.
-Vragen kent iedereen termen incremental en radical innovation? (uitleg kunnen geven over disruptive : opzoeken)
-More radical forms of eco-innovation may be the key to enabling such a sustainable transition.
Clearly, incremental improvements are very important although they may also help to lock social practices
into existing trajectories and thus make radical solutions, which require changes in the current
technological or infrastructural regime, more difficult to be deployed (Hellström, 2007). Investing in
radical solutions is therefore important and can maximise long-term gains and wider impacts
Incremental innovation, which aims at modifying and improving existing technologies or
-ecoBv; delhaize: gen zakjes, vervoer in dubbeldekker trucks…
- bv.
Disruptive innovation, which changes how things are done or specific technological functions
Radical innovation, which involves a shift in the technological regime of an economy
Radical innovation: Closed loop proces = cradle to cradle
Incremental innovation, which aims at modifying and improving existing technologies or
processes to raise the efficiency of resource and energy use, without fundamentally changing the
underlying core technologies. Surveys of innovation in firms demonstrate that this is the
dominant form of innovation and eco-innovation in industry;
• Disruptive innovation, which changes how things are done or specific technological functions
are fulfilled, without necessarily changing the underlying technological regime itself. Examples
include the move from manual to electric typewriters and to word processors, or the change from
incandescent to fluorescent lighting;
• Radical innovation, which involves a shift in the technological regime of an economy and can
lead to changes in enabling technologies. This type of innovation is often complex and is more
likely to involve non-technological changes and mobilise diverse actors. Radical innovations
include not only the development of radical, breakthrough technologies but also a reconfiguration
of product-service systems, for example, by closing the loop from resource input to waste output
or “cradle to cradle” and the building of business models that re-shape the way consumers
receive value on the one hand and reduce material use on the other.
Iets over hoe belangrijk business model aanpak is voor radicale ideeën.
Nieuw businessmodel, partnerships, regulatie… zijn motoren die eco innovatie in gang kunnen zetten.
They generate (in gang zetten) a change in the consumer behavior.
Link naar osterwalder
En met vooorbeeldje naar
Alliances with other firms and stakeholders: The case studies demonstrate that many firms implemented their eco-innovations in co-operation with other firms, local authorities and other stakeholders. For instance, Better Place entered into alliances with electric car and battery manufacturers and renewable energy producers. Such alliances were seen as win-win opportunities for all the participating groups. Co-operation with local authorities is often a pre-requisite for large-scale projects like industrial symbiosis and new transport systems. Good communication is also critical to the success of some projects. The Kalundborg industrial symbiosis project in Denmark was facilitated by the already established acquaintance between managers of different local firms, their open, non-secretive management style and co-operation opportunities gained previously from other projects.
Corporate social responsibility: The consideration of corporate social responsibility (CSR) in the firms management and strategies is highlighted as another important factor for driving eco-innovation. Many firms have started engaging CSR as a core aspect of their innovation strategy and, as a result, including social and environmental concerns in their core business models.
Dedicated Leadership: The dedication of the firms leadership is an important driver for assimilating changes and introducing new eco-innovation concepts as cradle-to-cradle and closed-loop production. For example, the introduction of “upcycling” water purification system and the use of bioplastics in bottled water production by Good Water Company in the United States owes largely to its leaders drive and dedication to sustainability goals.
Alliances with other firms and stakeholders: The case studies demonstrate that many firms implemented their eco-innovations in co-operation with other firms, local authorities and other stakeholders. For instance, Better Place entered into alliances with electric car and battery manufacturers and renewable energy producers. Such alliances were seen as win-win opportunities for all the participating groups. Co-operation with local authorities is often a pre-requisite for large-scale projects like industrial symbiosis and new transport systems. Good communication is also critical to the success of some projects. The Kalundborg industrial symbiosis project in Denmark was facilitated by the already established acquaintance between managers of different local firms, their open, non-secretive management style and co-operation opportunities gained previously from other projects.
Corporate social responsibility: The consideration of corporate social responsibility (CSR) in the firms management and strategies is highlighted as another important factor for driving eco-innovation. Many firms have started engaging CSR as a core aspect of their innovation strategy and, as a result, including social and environmental concerns in their core business models.
Dedicated Leadership: The dedication of the firms leadership is an important driver for assimilating changes and introducing new eco-innovation concepts as cradle-to-cradle and closed-loop production. For example, the introduction of “upcycling” water purification system and the use of bioplastics in bottled water production by Good Water Company in the United States owes largely to its leaders drive and dedication to sustainability goals.
Alliances with other firms and stakeholders: The case studies demonstrate that many firms implemented their eco-innovations in co-operation with other firms, local authorities and other stakeholders. For instance, Better Place entered into alliances with electric car and battery manufacturers and renewable energy producers. Such alliances were seen as win-win opportunities for all the participating groups. Co-operation with local authorities is often a pre-requisite for large-scale projects like industrial symbiosis and new transport systems. Good communication is also critical to the success of some projects. The Kalundborg industrial symbiosis project in Denmark was facilitated by the already established acquaintance between managers of different local firms, their open, non-secretive management style and co-operation opportunities gained previously from other projects.
Corporate social responsibility: The consideration of corporate social responsibility (CSR) in the firms management and strategies is highlighted as another important factor for driving eco-innovation. Many firms have started engaging CSR as a core aspect of their innovation strategy and, as a result, including social and environmental concerns in their core business models.
Dedicated Leadership: The dedication of the firms leadership is an important driver for assimilating changes and introducing new eco-innovation concepts as cradle-to-cradle and closed-loop production. For example, the introduction of “upcycling” water purification system and the use of bioplastics in bottled water production by Good Water Company in the United States owes largely to its leaders drive and dedication to sustainability goals.
Alliances with other firms and stakeholders: The case studies demonstrate that many firms implemented their eco-innovations in co-operation with other firms, local authorities and other stakeholders. For instance, Better Place entered into alliances with electric car and battery manufacturers and renewable energy producers. Such alliances were seen as win-win opportunities for all the participating groups. Co-operation with local authorities is often a pre-requisite for large-scale projects like industrial symbiosis and new transport systems. Good communication is also critical to the success of some projects. The Kalundborg industrial symbiosis project in Denmark was facilitated by the already established acquaintance between managers of different local firms, their open, non-secretive management style and co-operation opportunities gained previously from other projects.
Corporate social responsibility: The consideration of corporate social responsibility (CSR) in the firms management and strategies is highlighted as another important factor for driving eco-innovation. Many firms have started engaging CSR as a core aspect of their innovation strategy and, as a result, including social and environmental concerns in their core business models.
Dedicated Leadership: The dedication of the firms leadership is an important driver for assimilating changes and introducing new eco-innovation concepts as cradle-to-cradle and closed-loop production. For example, the introduction of “upcycling” water purification system and the use of bioplastics in bottled water production by Good Water Company in the United States owes largely to its leaders drive and dedication to sustainability goals.