The document discusses the shift private companies need to make from focusing solely on products to considering the landscapes where they operate. It describes a company that realized it needed to "spatialize" its production model to satisfy multiple landscape goals by working with other actors. The biggest challenge for the company was aligning with inconsistent government policies across sectors that were not integrated at the landscape level. True landscape governance requires public-private dialogue and production/policy alignment considering a landscape's multifunctionality.

1. From product to place
Cora van Oosten
Wageningen UR Centre for Development Innovation, Netherlands

2. Question 1
 What is the most important element in a landscape?

3. Landscape

4. Landscape

5. Landscape

6. Landscape

7. Landscape

8. Landscape

9. Landscape

10. Landscape

11. Landscape

12. Landscape

13. Landscape

14. Landscape

15. Landscape

16. Landscape governance

17. Landscape governance

18. Landscape governance

19. Landscape governance

20. Landscape governance

21. Question 2
 What is the role of the private sector in landscape
governance?

22. Typology of companies (v.d. Velden, 2014)
Company’s
interest
Social
interest
Only for profit
Not for profit
Company with charity
Company ‘classic’
Weak social resp.
Strong social resp.
Shared value creation
Social enterprise
Entrepreneurial NGO
Charity
Non-entrepreneurial NGO

23. Private companies and landscapes

24. Mind shift: from product to place

25. How to change from product to place?
Ketapang
The
Company

26. The Company’s supply chain

27. The Company in its landscape

28. Civil society pressure

29. Multifunctional concession design
‘Spatialising’ production model

30. Satisfying multiple goals
‘Spatialising’ production model

31. Question 3
 What do you think was the biggest challenge for The
Company to spatialise its production model?

32. Great disappointment...
Government policy incoherence
• Agrarian regime versus forest regime
• Two entirely different policy frames
• Private management versus public management
• Highly institutionalised versus informal arrangements
• Institutional mismatch...

33. Institutional mismatch
Government policy incoherence
Concession law – “If a concession is not fully cleared and planted
within 5 years after being issued, it will be sold to another company”

34. Reality: Institutional fragmentation

35. Institutional stickiness

36. Policy integration
 Embrace the landscape in all its multi-functionality
 Multifunctional landscapes require contextualised policies
 Integration of policies at the landscape level
 ‘Spatialisation’ of policy = ‘spatialisation’ of governance
 Creating actor networks across sectors and scales
 ‘Rooted’ in the landscape

37. National
Government
Agriculture
National
Provincial
District
Municipal
village
Natural
resources
Health
National
Provincial
District
Municipal
village
“Spatialisation” of governance

38. Conclusion
 Landscapes are multifunctional spatial units
 Serving multiple interests
 Returning to the multifunctionality of landscapes
 Means Spatialisation of production models
 Means Spatialisation of governance
 Requires public-private dialogue
 Aligning production & policies to place

39. Thank you!
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Cora.vanoosten@wur.nl