Circular Economy Exponential growth in human activity has caused exponential changes in Earth system variables, like greenhouse gas emissions and global temperature. Human influence on the planet has reached far beyond safe parameters and could lead to disastrous consequences for large parts of the world. This is attributed to the resource dependency of the current economic system. Resources are taken from the earth and products are made which are quickly disposed of after use. As a result of this ‘linear economy’, increasingly more resources are required to sustain economic growth. However, resources are depleting, leading to rising and volatile resource prices. In the meantime, humanity’s impact on the environment is increasing as well, displayed in the large amounts of pollution and waste that are generated. The need for a new economic system has been expressed and the ‘circular economy’ has been proposed as an alternative model, in which resource use is minimised, waste is prevented and resources are cycled in the economy. Governments, businesses and academia have expressed the desire to move towards a circular economy, but little has been implemented thus far. This graduation project aims to address this issue. Assignment Critical Minds is a project management consultancy. It wanted to accelerate the transition to a circular economy by starting a new consultancy service (Sustainable Minds) to help industrial companies implement circular business models. This graduation project was initiated to answer the need for more research into the process of implementing circular business models at industrial companies and the possibilities for consultancy by Sustainable Minds to facilitate this process. The following research question was created: “How can Sustainable Minds help industrial manufacturing companies bridge the gap between design and implementation in the circular business model innovation process?” Research To investigate the research question, three studies were performed: an internal analysis of Critical Minds and Sustainable Minds, external analysis of the circular economy consultancy market and a qualitative interview study of the circular business model implementation process, barriers and success factors. 12 interviews were conducted with companies aspiring to implement a circular business model, with companies that had successfully done so and with experienced circular economy consultants. Changing mindsets was found to be the biggest barrier and successful implementation required the circular business model to be aligned with existing company objectives. Synthesis The insights were synthesised to create a circular implementation strategy and framework for Sustainable Minds. It focuses on breaking the transition to a circular business model down into smaller steps and running a series of implementation projects. It was concluded that clients need help turning circular opportunities into an actionable project proposal. The following design challenge was created:  “Design a method and tool for Sustainable Minds to support industrial companies in bridging the circular design-implementation gap by helping them turn a set of circular opportunities into an actionable project proposal.” Design To create a design that is in line with the design challenge above, a series of design activities were performed. Two creative sessions were organised, one with 6 design students from TU Delft and one with the Sustainable Minds team. The creative sessions were used to create a rough layout for the design and formed a starting point for the design phase. This layout was then detailed, tested and iterated in a series of 7 design sprints. These iterative sprints were structured using elements of the lean startup: by building, testing and learning.  Circular Rollout Circular Rollout is a structured approach that Sustainable Minds can use to help their clients turn circular opportunities into a proposal. It consists of a method, workshop and set of tools. The circular rollout method focuses on setting the right scope for the circular project and creating a project proposal. This proposal can then be pitched to the board and other stakeholders of the client company. The project proposal is created in a circular rollout workshop. Using the circular rollout toolkit, the workshop is focused on determining the desired scope of the project, comparing three projects, selecting one, determining project actions and creating a Big Hairy Audacious Goal. The toolkit consists of 5 tools: a circular project selector tool, circular project description tool, circular project value tool, circular project challenges tool and circular rollout tool.  Validation The Circular Rollout workshop and toolkit were continuously tested in an iterative manner during the design phase of this project and the final design was validated in a usability test with all Sustainable Minds team members. The team members were able to independently use the toolkit and apply it to a case description. The toolkit was evaluated positively and the team members are planning to start using it. However, it is advised to first tested it in a real life implementation project to fully validate its effect.

STRIK is a well-known bakery in Nijmegen and surroundings, with currently 3 pastry shops, 2 chocolate/ice-cream shops and 1 central bakery for storing and production. CEO van Geenen possesses a passion and talent for entrepreneurship and an expertise in pastry-making, but little affinity for- nor experience with sustainability. With the upcoming laws and regulations, governments are pushing companies to move from a linear towards a circular economy. However, a lot of companies, especially those smaller and medium-sized enterprises, struggle with implementing sustainable innovations. Guided by the Revamped Double Diamond model, this project tries to find an answer to the research question being: “How should STRIK patisserie contribute to a Circular Economy, while at the same time creating additional economic value?”, while sliding through phases of discovering, defining, developing and delivering. In the first discovering & defining phase, the project finds areas of opportunity for economic, environmental and social value creating using the Triple Layered Business Model Canvas (TLBMC). Within these steps, amongst others, the company ecosystem is determined, just as a carbon footprint analysis was conducted to understand which are the most impactful categories in terms of greenhouse gas emission. Moreover, a company analysis leads to a list of implementation criteria in terms of ‘must’, ‘should’, ‘could’, and ‘won’t’ criteria. The conclusions from the TLBMC and criteria were used to define the design challenge of: “How can we make STRIK’s food waste stream 100% circular while gaining economic and social benefits?”. In the developing & delivering phase, ideas were generated and evaluated, leading to three selected concepts of 1) an educational web-page about food waste; 2) a new product line made from wasted parts ; and 3) a partnership for anaerobic processing of food waste. These concepts are turned into ‘minimum viable products’ for testing the key metrics of desirability and viability. From the results can be implied that there is a high desirability and viability for concept 2, while concept 3 can assure 100% circularity, concluding a recommended perseverance of concept 2 (new product line from wasted parts) as a first step and concept 3 (partnership for anaerobic processing) as a future step. The focus is on rapidly bringing concept 2 to the market, so further detailing is done on concept 2 only, looking into the product, packaging, price and promotion. In a final ‘present & validate’ phase, the solutions for helping STRIK contribute to a circular economy are presented. The first and most important step towards circularity is making new products from wasted parts and promoting these in a qualitatively, tasteful and story-telling way. The validation phase concludes that, in addition to the earlier tested desirability and viability, that the solution hits the innovation sweet spot, as it is considered feasible, viable and desirable. The thesis ends with a ‘discussion, conclusion & reflection’ chapter.

SummaryAt the basis of the Circularity game is the Circularity deck (Konietzko, Bocken, & Hultink, 2020), it helps teams innovate for the Circular economy on various perspective levels and provides the users with a better understanding of the Circular economy and how they can innovate for it. They also gain a valid (set of) idea(s) , which they can start using already.The goal with the Circularity game was to improve the Circularity Deck, through gamification, in such a way that it...: ...stimulates creativity, multidisciplinary cooperation and innovation more;...motivates its users to engage more with it, driving enthusiasm and use;...is an easily accessible, stand-alone, ready to use product.From a project perspective, the value lies in showing that gamification is a worthwhile approach to reaching these goals and that further research and design in this direction is warranted.The project started with understanding the theory behind creativity and gamification. Taking the understanding of this and combining it into one theoretical construct that could be used in the design.The next step in the project was to better understand what the Circularity game should be. To know this, the various methods and tools were evaluated and chosen (most notably Octalysis) and an understanding of the intended user needs was created. The original deck was analyzed on a functional level and the goals for it, from the creators’ perspective, were established.What followed was creating a functional design filling the gaps of the original and laying the basic framework of what the new design should be. It took into account the various goals of the creators and the needs of the users in conjunction with the tools that Octalysis provided, specifically the core drives and the amount they needed to be applied in the design. This resulted in a ‘skeleton’ of requirements that could be filled with the right amount of ideas, fitting the established requirements.Next up was filling this ‘skeleton’ with the needed ‘meat’. This was done through various ideation methods, creating solutions for the problems provided by the framework. Which solutions to use and which to exclude was based on the established understanding at that point.To avoid a ‘Frankenstein’s monster’, the design included an envisioning of how it would be used and interacted with by the users. This helped to shape the Circularity game into a coherent, well working and pleasant experience.Near the end of the project, a working prototype of the new Circularity game was made and tested in a small student group, the results of this can be found near the end of the report.The report ends with conclusions and reflections on the design and provides recommendations for further research and development. The main conclusion is that the gamification seems to be working and that further development in this direction seems a worthwhile endeavor for the Circularity deck or game. However, the conducted test was very limited and can only be seen as a positive early indicator of the value of gamification.

The world will become more and more pressed to deliver healthy and sustainable food to the population. However, to achieve the next step in innovation more holistic solutions need to be designed to have an impact on the whole food chain. These observations resulted in the first steps to build a Food Innovation Network in 2018. This thesis explored the challenges and opportunities at the beginning of organising networked innovation. The research activities were conducted in The New Farm, a new initiative of the municipality of The Hague to support innovation in the food industry, and a new research group of The Hague University. The conducted research identified three main findings. Firstly, the importance to foster a sense of community in the network. Secondly, the need to overcome the initial barrier to take action. Lastly, the call for additional support in setting up collaborative projects between partners. Three concepts were designed based on these findings to support the first changes in the Food Innovation Network and aid them to unlock their potential.

The civil engineering sector has been said to have potential for profound change when it comes to circularity, as its projects involve very large material flows and have significant impacts on the environment. Nevertheless, its state of the transition is limited which is partially due to the gap between the business model innovation phases ideation and integration. The objective of this research is to provide an approach for organisations in the civil engineering sector to generate circular ideas and test them on the criteria desirability, viability, and feasibility to further develop them into business models. The following research question is defined as a solution for the research gap: How to generate and test circular ideas for their desirability, viability, and feasibility as circular business models for civil engineering services? The methodology designed to answer the research question consists of a literature study to establish the basis for the rest of the research, an ideation workshop to generate and select promising circular ideas, semi-structured interviews to pursue these ideas, an analysis of the results, and finally a design of a framework. The analysis showed that there are organisational and sector-wide motives and deterrents for organisations deciding on whether to further develop a circular idea. The developed framework provides a process with a tool for organisations to further develop a circular idea and test them for their desirability, viability, and feasibility. Eventually establishing a solid thought out idea to be evolved into a business model. The framework is accompanied with a set of recommendations for civil engineering organisations to implement, boosting the pursuit of circular ideas while creating a suitable environment for the transition. The process and framework developed can also be used for innovation in general as they provide tangible and practical steps for them to take their innovative ideas further and to continue developing them into usable business models, without the circular aspect.