D3.2: Ploutos SCBMI approach - final version WP3 – Sustainable Collaborative Business Model Innovation

In this report, we present the final version of the Sustainable Collaborative Business Model Innovation (SCBMI) approach. Sustainable collaborative business models represent business models which are geared toward creating collective, sustainable (i.e. merging planet, people and profit) value. Often, these business models are the result of collaboration between diverse stakeholders with different motives, drivers and beliefs. Given this multi-stakeholder nature, the innovation of such business models requires careful attention and structure, to which the SCBMI approach is proposed. This report serves as a follow-up of D3.1 – Ploutos SCBMI – initial version, in which the alpha version of the SBCMI approach was presented. Following a design science methodology, we have iteratively developed this approach through building on previous literature findings and previous efforts in sustainable collaborative business modelling. Through application of the alpha version of the SCBMI approach, we were able to collect feedback from users and learn from its application, through which we were able to identify several areas for improvement. The final version of the SCBMI approach is illustrated below. The nine steps previously identified for the alpha version of the SCBMI approach have been aggregated as part of 5 phases to be completed: analysis, design, evaluation, implementation and scaling. We have included this aggregation, in response to feedback received, to improve the clarity of the process and to improve its communication to users of the approach. The phase-like structure also allows us to explicate what outputs are expected after each phase (offering clear goals to end-users when engaging for the approach). The analysis, design and evaluation phases mark the core part of the SCBMI approach in Ploutos, in which stakeholders work towards commitment on a new sustainable collaborative business model (see Figure below). Conversely, the implementation and scaling phases represent the ‘ad-hoc’ part of the SCBMI approach, depending on what additional decision should be made to support the implementation of the sustainable collaborative business model (and whether these decisions can already be pursued given the maturity of the business collaboration). Each phase of the SCBMI approach is supported through tooling to guide its application in practice. These tools are further detailed in D3.8 – Training material for SCBMI approach – final version. Based on the mapping of tools and phases, we propose a workshop-based setup for operationalizing the SCBMI approach in practice. Accordingly, users can call upon this series of workshops to put the SCBMI approach in action. Through application of the final SCBMI approach for the Sustainable Innovation Pilots (SIPs), we identified that SIPs may pursue different innovation goals, resulting in different generic ‘innovation structures’ that can be considered (i.e., the business configuration of stakeholders to generate or realize new innovations). These innovation structures are: marketization of technological innovation, orchestrating the innovation landscape, and scaling the sustainable collaborative business model (as illustrated in the Figure below). These innovation structures impact what phases of the SCBMI approach are key to consider. For example, for the innovation structure, marketization of technological innovation, SIPs actively pursue a SCBM to realize a concrete technological innovation. For such a structure, the focus of the SCBMI approach should be on the design and evaluation phase, working towards a concrete SCBM to support the needs of the SIP. Conversely, for the innovation structure orchestrating the innovation landscape, SIPs focus on establishing a fertile ground in terms of a collaborative business network for ideating and generating value propositions to deal with the needs of end-users (farmers). In this case, the analysis and design phase of the SCBMI approach are key to explore. SIPs (or different end-users) can use these innovation structures to characterize their SIP structure and intentions, and consequently focus their efforts for the SCBMI approach for the key phases to consider.