“NORMAL TO NEW NORMAL”: PERSPECTIVES ON BUILDING INNOVATIVE BUSINESS MODELS & PRACTICES

2022 ◽  
Author(s):  
Dr. Manisha Gupta ◽  
Prof. Sadhana Tiwari ◽  
Keyword(s):  
2020 ◽  
pp. 32-45
Author(s):  
Cristina Freire

We are immersed in a sustainability crisis fueled by our “take-makewaste” industrial model1 and our throwaway culture2. We need an urgent, seismic shift from linear growth to sustainable prosperity. Positive impact can be at the core of new ideas, projects and business models, integrating all aspects of sustainability and creating tangible, long-lasting value. We can move positive impact front and center in our creative conversations with materials. Using systems thinking, material professionals can imagine a ‘new normal’. Leverage points to activate change include a reframed relationship with materials, a new modus operandi and new opportunities leveraging on circularity thinking and technology. Beyond the immediate opportunities that making conscious material choices can unlock in products and buildings, we can radically accelerate the positive impact future.


2021 ◽  
pp. 187-194
Author(s):  
Jan Jonker ◽  
Niels Faber

AbstractWe live in a time of social transition. Everywhere in society, cracks are appearing. The only answer to these developments is to organize in radically different ways, saying goodbye to the present linear economy. That is what transition is all about. The search for new forms of value creation and the triple transition necessitates different business models. In turn this implies behavioural change, which may be the biggest challenge and greatest barrier to achieving a transition to a sustainable, circular, and inclusive economy. This book deliberately does not address the issue of change and transition. That would require yet another book. But to finish off we provide an overview of the obstacles and challenges of creating fundamental change. We say goodbye by providing you with the six elements of a successful business model. The key message of this last chapter is that mainstreaming sustainable business models is by no means a given, but over time will become the new normal.


Author(s):  
Pi-Shen Seet ◽  
Janice T. Jones

As noted in the foreword of this Special Issue, COVID-19 has accelerated the Fourth Industrial Revolution’s or Industry 4.0’s disruption to the labour market (Sally, 2021). Beyond Industry 4.0 (I4.0), the COVID-19 pandemic has accelerated the adoption of digital technologies by enterprises, underscoring the need for workers to continuously upskill their digital competencies in order to remain relevant (Heinonen & Strandvik, 2021). Besides digitisation, organisations have had to innovate and adopt new business models to adapt to the ‘new normal’ of surviving and growing beyond the COVID-19 pandemic (Heinonen & Strandvik, 2021). In countries that largely relied on skilled migration as an important source of talent, the closure of international borders has restricted mobility of human capital resulting in insufficient skilled employees to meet the current and ever-increasing demand for skills (Guadagno, 2020).


Author(s):  
Slavica Cicvarić Kostić ◽  
Jelena Gavrilović Šarenac

The digital industrial revolution, also called Industry 4.0, is substantially changing all areas of business. The application of modern technologies is transforming not only products and processes in the industry, but also business models in all sectors, which further implies required adaptations of all business functions. This chapter addresses the new dynamics and implications for strategic communication brought on by digitalization. A planning process of strategic communication will be elaborated within a digital context, together with the specifics of communicating with younger generations. Communication activities mostly relevant for companies in the new industry will also be presented. The issue of ethics in strategic communication will be also addressed, together with major initiatives in regulating the standards of the profession. The purpose of this chapter is to describe the changes that new technologies have brought to the discipline.


2021 ◽  
Vol 14 (1) ◽  
pp. 410
Author(s):  
Denise Baden ◽  
Regina Frei

With the rise in online purchases, returns polices have become more lenient to maximise sales, leading to increased product returns. This results in considerable costs to businesses due to complex returns systems, and environmental costs due to unnecessary transportation and waste. Unsustainable consumption poses a threat to our environment, and access-based business models whereby products are borrowed/rented rather than purchased have been proposed as a way to align customer needs, business success, and sustainability. Product returns often constitute a form of informal or illegitimate borrowing, as goods are bought with the intention of being returned. In this discussion paper we propose that, instead of being viewed as a threat to business, issues with high product returns could be seen as an opportunity to switch to an access-based model. As product returns escalate, businesses will need to invest substantially in their reverse supply chains. We propose that a more strategic approach might be to leapfrog the costly stage of developing more efficient returns systems, and move straight to formalising product returns as the new normal for those goods that would best suit an access-based model, so that processes are streamlined around borrowing and returning rather than around sales.


2020 ◽  
pp. 37-55 ◽  
Author(s):  
A. E. Shastitko ◽  
O. A. Markova

Digital transformation has led to changes in business models of traditional players in the existing markets. What is more, new entrants and new markets appeared, in particular platforms and multisided markets. The emergence and rapid development of platforms are caused primarily by the existence of so called indirect network externalities. Regarding to this, a question arises of whether the existing instruments of competition law enforcement and market analysis are still relevant when analyzing markets with digital platforms? This paper aims at discussing advantages and disadvantages of using various tools to define markets with platforms. In particular, we define the features of the SSNIP test when being applyed to markets with platforms. Furthermore, we analyze adjustment in tests for platform market definition in terms of possible type I and type II errors. All in all, it turns out that to reduce the likelihood of type I and type II errors while applying market definition technique to markets with platforms one should consider the type of platform analyzed: transaction platforms without pass-through and non-transaction matching platforms should be tackled as players in a multisided market, whereas non-transaction platforms should be analyzed as players in several interrelated markets. However, if the platform is allowed to adjust prices, there emerges additional challenge that the regulator and companies may manipulate the results of SSNIP test by applying different models of competition.


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