Design for a circular economy narrows, slows, closes and regenerates material and energy flows. These strategies are complementary and require life-cycle based, systemic and multi-actor approaches.
Narrowing flows refers to using fewer components and products, and less material and energy during the creation and delivery of physical products, components and materials.
Slowing flows refers to using products, components and materials longer over time. Loops can be slowed by selling long-life and high quality products (mostly in the premium segment), and offering intermediate service (such as maintenance, repair, or spare parts availability) or advanced service (provide an outcome, a result or a function), also often referred to as product-service systems).
Closing flows refers to the recycling and reusing of wasted products, components and material and/or the use of biodegradable materials (and their safe disposal into the natural environment).
Regenerating flowsrefers to a minimized use of hazardous substances, the increased use of renewable energy during value creation, delivery and use, as well as the regeneration of natural ecosystems to create and deliver critical ecosystem services for human flourishing.
WE HELP YOU UNDERSTAND AND USE CIRCULAR STRATEGIES IN YOUR WORK
Tool: The Circularity Deck
We have developed the Circularity Deck, a card-deck based tool that provides an organizing framework for your circular transition. It helps you come up with ideas and actions to implement circular startegies and principles.
WE HELP YOU DESIGN SOLID PARTNERSHIPS TO BUILD YOUR CIRCULAR BUSINESS
Tool: Circular Collaboration Canvas
Identify the relevant and critical partners to develop a circular oriented innovation project. Develop a quick assessment of whether the idea has enough value to incentivize collaborative partners. Make a tangible plan for whom to contact and why.
The background publication for this tool is under review.
WE HELP YOU PLAN FOR IMPLEMENTATION
Tool: The Minimum Viable Business Model for Circularity
Bridge the gap between a Circular Business Model idea and its implementation. Since "the devil is in the details", you will have to make a concrete implementation plan by thinking of specific actions that you can perform right now, with available knowledge, resources and manpower.
Read more about this tool here.
Three PhD researchers based in the Design for Circular Economy research group at Delft University of Technology, The Netherlands.
Explores how to design and facilitate collaboration within circular networks. His research builds upon challenges experienced and ideas developed via his hands-on management of collaborative Horizon 2020 and Innovate UK circular innovation projects
Explores how to design, implement and assess the impact of new business models in the context of a circular economy, working on a large Horizon 2020 project (Zero Brine) for the recovery of raw materials in the port of Rotterdam.
Explores how organizations can experiment with new business models for a circular economy and sustainability. He is most interested in how organizations can experiment together with other organizations, to develop superior ecosystem solutions that are desirable, feasible, viable and sustainable.
This work is supervised by:
Prof. Dr. Nancy Bocken
Professor and Research coordinator in Sustainable Business Management and Practice at Lund University, IIIEE
Associate Professor at TU Delft
Prof. Dr. Erik Jan Hultink
Professor of New Product Marketing at TU Delft
Prof. Dr. Ruud Balkenende
Professor of Circular Product Design at TU Delft
Dr. Giulia Calabretta
Associate Professor of Strategic Value of Design at TU Delft