Turning waste and by-products into new resource and revenue opportunities. The issue is not merely a technical concern for one function. It directly affects decision quality, execution speed, accountability and organizational resilience.
1. Why this belongs on the executive agenda
Strong practice creates a shared language across the board, executive management and process owners. The objective is not to generate more procedures or meetings, but to establish a working system that reduces ambiguity, makes ownership visible and reviews outcomes at a consistent cadence.
The expected business outcome must be defined first. Which problem will be solved, which indicator should move and which risk should decline? Without this clarity, the initiative can quickly become a list of activities rather than a source of measurable value.
2. Establish a fact-based baseline
Map the current workflow, decision delays, recurring problems and stakeholder expectations. Separate assumptions from operational evidence. This baseline provides the reference point for both design and later performance evaluation.
3. Design principles
- Connect the initiative to strategic objectives and material risks.
- Define responsibilities by role rather than by individual.
- Select a small set of decision-relevant indicators.
- Make exceptions, delays and dependencies visible.
- Start with a pilot and simplify through feedback.
4. Sustain the operating model
The system should not remain dependent on specific individuals. Critical definitions, indicators, decisions and rationale must become part of corporate memory. A regular management rhythm should turn reporting into decisions, actions and learning.
Executive checklist
- Is the expected business outcome explicit?
- Are process ownership and decision rights aligned?
- Is the underlying data timely, reliable and consistently defined?
- Do escalation and action tracking mechanisms work?
- Does the approach simplify work for employees?
- Are results reviewed and the method improved regularly?
Does your current approach to business model design for the circular economy produce a real decision or behavior change—or merely create another reporting and control layer?