This publication includes material protected under copyright law, the copyright for which is held... more This publication includes material protected under copyright law, the copyright for which is held by Nordic Innovation or a third party. Material contained here may not be used for commercial purposes. The contents are the opinion of the writers concerned and do not represent the official Nordic Innovation position. Nordic Innovation bears no responsibility for any possible damage arising from the use of this material. The original source must be mentioned when quoting from this publication. Copyright Nordic Innovation 2012. All rights reserved. this publication includes material protected under copyright law, the copyright for which is held by Nordic innovation or a third party. Material contained here may not be used for commercial purposes. the contents are the opinion of the writers concerned and do not represent the official Nordic innovation position. Nordic innovation bears no responsibility for any possible damage arising from the use of this material. the original source mu...
Green Business Model Innovation is when a business changes part(s) of its business model and ther... more Green Business Model Innovation is when a business changes part(s) of its business model and thereby captures economic value as well as reduces the ecological footprint in a life-cycle perspective.
This report focuses on identifying policy initiatives that contribute to promoting the use of gre... more This report focuses on identifying policy initiatives that contribute to promoting the use of green business model innovation and the direct effects that policy has on enabling companies to implement it.
This compendium includes five different parts encompassing different assessment methodologies (bo... more This compendium includes five different parts encompassing different assessment methodologies (both qualitative and quantitative) of green business cases in the Nordic region, but also around the world.
This guide consists of two main parts, where the first part is a step to step guide to serve as i... more This guide consists of two main parts, where the first part is a step to step guide to serve as inspiration on how to get started with green business model innovation. The steps are based on best practice from the interviews conducted with the companies that took part in this study. The second part of this guide is a selection of specific tools used by some of the case companies.
So what exactly is green business model innovation? That is what our work has centred on in the l... more So what exactly is green business model innovation? That is what our work has centred on in the last few years. Broadly speaking, green business model innovation can be described as companies that change a part of their business model with the aim of capturing economic value as well as reducing their environmental footprint throughout the entire value chain. There are several ways in which companies can work with green business model innovation. We have looked at two main business models: lifecycle models and incentive models. Lifecycle models include cradle-to-cradle, take-back management, green supply chain management, and industrial symbiosis, while incentive models include functional sales and performance based models such as Energy Saving Companies (ESCOs), Chemical Management Systems (CMS), and Design, Build, Finance and Operate (DBFO). Many of these selected models can be implemented in a range of different sectors such as transport, service, agriculture, construction, textil...
User driven innovation is emerging as one of the successful ways of creating breakthrough innovat... more User driven innovation is emerging as one of the successful ways of creating breakthrough innovations for companies and organisations. Based on our research we have been able to identify four gener ...
The objective of the present article is to discuss innovation policy issues related to three emer... more The objective of the present article is to discuss innovation policy issues related to three emerging innovation paradigms: user-driven innovation, open innovation, and value co-creation. It provides a summary of insights based on innovation policy practices and ...
Corporate Social Innovation Companies’ participation in solving global challenges, 2009
Companies must innovate to stay ahead in business – and now a new source of
innovation is inspiri... more Companies must innovate to stay ahead in business – and now a new source of innovation is inspiring companies: doing good. Companies are entering into the era of Corporate Social Innovation. Companies are increasingly realising that there is an economic perspective in participating in solving social and environmental problems. The companies see these problems as opportunities for creating new business concepts. Doing good is being talked about in company board rooms and included into companies’ business models. We are currently experiencing turbulent times, where the financial crises in particular is creating strains on companies’ business models and challenging their ability to stay profitable. Corporate Social Innovation will without a doubt be considered as vital when companies look for solutions to their financial problems. Almost 40% of Danish companies today see climate change and pollution reduction as relevant future business areas. In addition, a recent study from Harvard University identifies CSI as an important competitive parameter for Danish companies. The government alone cannot create the necessary conditions for Corporate Social Innovation in Denmark. For this new driver of innovation to gain enough strength and momentum and “grow roots”, the public sector will have to take on a new role and cooperate with companies on changing and creating future relevant legislation that can ensure companies social innovations. We hope this report will illustrate how companies can participate in solving the global challenges while they simultaneously remain profitable.
Creating new concepts products and services with user driven innovation, 2010
User driven innovation is emerging as one of the successful ways of creating breakthrough
innovat... more User driven innovation is emerging as one of the successful ways of creating breakthrough innovations for companies and organisations. Based on our research we have been able to identify four generic methods of working with user driven innovation: user test, user exploration, user innovation and user participation. Even though these methods might vary slightly from one company to the other, they have some basic features which are common. When working with users, companies might chose to include the users either directly or indirectly in the innovation process, depending on what type of knowledge the company wants to obtain from the user. Users’ ability to communicate and express their problems and needs varies greatly and will also influence the user driven innovation method chosen by a company. Sometimes users are fully aware of what problems they face and which needs they experience, while in other cases they will not be able to communicate or articulate what they are experiencing. Based on this framework we interviewed companies in the Nordic and Baltic countries about how they work with user driven innovation, what innovation outcomes their achieved and how satisfied they were with the processes during the project. Furthermore we wanted to get an understanding of whether there were any differences among the Nordic and Baltic countries regarding the methods they used by mapping the user driven innovation activity among companies and organisations.
Participants Denmark Tanja Bisgaard, Manager of Policy Analysis, FORA Casper Høgenhaven, Høgenhaven Consulting Lise Andersen, Analyst, FORA Josefine Campbell, Campbell & Co. Louise Marianne Lempel, Research Assistant, FORA Tobias Ritzau-Kjærulff, Research Assistant, FORA Finland Turkka Keinonen, Doctor of Arts, University of Art and Design Helsinki Marjo Mansen-laalo, research assistant Norway Jan Capjon, Professor, Oslo School of Architecture and Design, Institute of Industrial Design Håkan Edeholt, Oslo School of Architecture and Design, Institute of Industrial Design Jørn Knutsen, Oslo School of Architecture and Design, Institute of Industrial Design Marie Sneve Martinussen, research assistant Sweden Lars Sandberg, Innovation coordinator, DOTANK/THE PACKAGING ARENA Thomas Edman, DOTANK/THE PACKAGING ARENA Baltic countries Peeter Raudsepp, Geoconsult Bjørn Hjulman, Geoconsult
“The New Nature of Innovation provides helpful insights in how innovation has changed in recent y... more “The New Nature of Innovation provides helpful insights in how innovation has changed in recent years. It also provides helpful thinking on how governments should respond to these changes and strengthen innovation. The study provides useful input for OECD’s work on innovation, including the OECD Innovation Strategy that will be delivered in 2010.” Dirk Pilat, Head, Structural Policy Division, Directorate for Science, Technology and Industry, OECD.
Jørgen Rosted, Director of FORA Charlotte Kjeldsen, Creative Director Tanja Bisgaard, Manager of Policy Analysis Glenda Napier, Manager of Policy Analysis In addition, a number of FORA colleagues have provided valuable contributions throughout the process. These colleagues include: Lise Andersen, Analyst Josefine Campbell, Analyst Thomas Ebdrup, Analyst Henrik Lynge Hansen, Analyst Casper Høgenhaven, External Consultant Rikke Blæsbjerg Nielsen, Research Assistant Copenhagen, September 2009
IDENTIFYING REGULATORY BARRIERS FOR RESOURCE EFFICIENCY, 2015
Report conducted for the Danish Environmental Agency.
13 examples from around the world where reg... more Report conducted for the Danish Environmental Agency. 13 examples from around the world where regulatory barriers have been adressed and policy makers are working on new solutions. Summary in Danish.
This publication includes material protected under copyright law, the copyright for which is held... more This publication includes material protected under copyright law, the copyright for which is held by Nordic Innovation or a third party. Material contained here may not be used for commercial purposes. The contents are the opinion of the writers concerned and do not represent the official Nordic Innovation position. Nordic Innovation bears no responsibility for any possible damage arising from the use of this material. The original source must be mentioned when quoting from this publication. Copyright Nordic Innovation 2012. All rights reserved. this publication includes material protected under copyright law, the copyright for which is held by Nordic innovation or a third party. Material contained here may not be used for commercial purposes. the contents are the opinion of the writers concerned and do not represent the official Nordic innovation position. Nordic innovation bears no responsibility for any possible damage arising from the use of this material. the original source mu...
Green Business Model Innovation is when a business changes part(s) of its business model and ther... more Green Business Model Innovation is when a business changes part(s) of its business model and thereby captures economic value as well as reduces the ecological footprint in a life-cycle perspective.
This report focuses on identifying policy initiatives that contribute to promoting the use of gre... more This report focuses on identifying policy initiatives that contribute to promoting the use of green business model innovation and the direct effects that policy has on enabling companies to implement it.
This compendium includes five different parts encompassing different assessment methodologies (bo... more This compendium includes five different parts encompassing different assessment methodologies (both qualitative and quantitative) of green business cases in the Nordic region, but also around the world.
This guide consists of two main parts, where the first part is a step to step guide to serve as i... more This guide consists of two main parts, where the first part is a step to step guide to serve as inspiration on how to get started with green business model innovation. The steps are based on best practice from the interviews conducted with the companies that took part in this study. The second part of this guide is a selection of specific tools used by some of the case companies.
So what exactly is green business model innovation? That is what our work has centred on in the l... more So what exactly is green business model innovation? That is what our work has centred on in the last few years. Broadly speaking, green business model innovation can be described as companies that change a part of their business model with the aim of capturing economic value as well as reducing their environmental footprint throughout the entire value chain. There are several ways in which companies can work with green business model innovation. We have looked at two main business models: lifecycle models and incentive models. Lifecycle models include cradle-to-cradle, take-back management, green supply chain management, and industrial symbiosis, while incentive models include functional sales and performance based models such as Energy Saving Companies (ESCOs), Chemical Management Systems (CMS), and Design, Build, Finance and Operate (DBFO). Many of these selected models can be implemented in a range of different sectors such as transport, service, agriculture, construction, textil...
User driven innovation is emerging as one of the successful ways of creating breakthrough innovat... more User driven innovation is emerging as one of the successful ways of creating breakthrough innovations for companies and organisations. Based on our research we have been able to identify four gener ...
The objective of the present article is to discuss innovation policy issues related to three emer... more The objective of the present article is to discuss innovation policy issues related to three emerging innovation paradigms: user-driven innovation, open innovation, and value co-creation. It provides a summary of insights based on innovation policy practices and ...
Corporate Social Innovation Companies’ participation in solving global challenges, 2009
Companies must innovate to stay ahead in business – and now a new source of
innovation is inspiri... more Companies must innovate to stay ahead in business – and now a new source of innovation is inspiring companies: doing good. Companies are entering into the era of Corporate Social Innovation. Companies are increasingly realising that there is an economic perspective in participating in solving social and environmental problems. The companies see these problems as opportunities for creating new business concepts. Doing good is being talked about in company board rooms and included into companies’ business models. We are currently experiencing turbulent times, where the financial crises in particular is creating strains on companies’ business models and challenging their ability to stay profitable. Corporate Social Innovation will without a doubt be considered as vital when companies look for solutions to their financial problems. Almost 40% of Danish companies today see climate change and pollution reduction as relevant future business areas. In addition, a recent study from Harvard University identifies CSI as an important competitive parameter for Danish companies. The government alone cannot create the necessary conditions for Corporate Social Innovation in Denmark. For this new driver of innovation to gain enough strength and momentum and “grow roots”, the public sector will have to take on a new role and cooperate with companies on changing and creating future relevant legislation that can ensure companies social innovations. We hope this report will illustrate how companies can participate in solving the global challenges while they simultaneously remain profitable.
Creating new concepts products and services with user driven innovation, 2010
User driven innovation is emerging as one of the successful ways of creating breakthrough
innovat... more User driven innovation is emerging as one of the successful ways of creating breakthrough innovations for companies and organisations. Based on our research we have been able to identify four generic methods of working with user driven innovation: user test, user exploration, user innovation and user participation. Even though these methods might vary slightly from one company to the other, they have some basic features which are common. When working with users, companies might chose to include the users either directly or indirectly in the innovation process, depending on what type of knowledge the company wants to obtain from the user. Users’ ability to communicate and express their problems and needs varies greatly and will also influence the user driven innovation method chosen by a company. Sometimes users are fully aware of what problems they face and which needs they experience, while in other cases they will not be able to communicate or articulate what they are experiencing. Based on this framework we interviewed companies in the Nordic and Baltic countries about how they work with user driven innovation, what innovation outcomes their achieved and how satisfied they were with the processes during the project. Furthermore we wanted to get an understanding of whether there were any differences among the Nordic and Baltic countries regarding the methods they used by mapping the user driven innovation activity among companies and organisations.
Participants Denmark Tanja Bisgaard, Manager of Policy Analysis, FORA Casper Høgenhaven, Høgenhaven Consulting Lise Andersen, Analyst, FORA Josefine Campbell, Campbell & Co. Louise Marianne Lempel, Research Assistant, FORA Tobias Ritzau-Kjærulff, Research Assistant, FORA Finland Turkka Keinonen, Doctor of Arts, University of Art and Design Helsinki Marjo Mansen-laalo, research assistant Norway Jan Capjon, Professor, Oslo School of Architecture and Design, Institute of Industrial Design Håkan Edeholt, Oslo School of Architecture and Design, Institute of Industrial Design Jørn Knutsen, Oslo School of Architecture and Design, Institute of Industrial Design Marie Sneve Martinussen, research assistant Sweden Lars Sandberg, Innovation coordinator, DOTANK/THE PACKAGING ARENA Thomas Edman, DOTANK/THE PACKAGING ARENA Baltic countries Peeter Raudsepp, Geoconsult Bjørn Hjulman, Geoconsult
“The New Nature of Innovation provides helpful insights in how innovation has changed in recent y... more “The New Nature of Innovation provides helpful insights in how innovation has changed in recent years. It also provides helpful thinking on how governments should respond to these changes and strengthen innovation. The study provides useful input for OECD’s work on innovation, including the OECD Innovation Strategy that will be delivered in 2010.” Dirk Pilat, Head, Structural Policy Division, Directorate for Science, Technology and Industry, OECD.
Jørgen Rosted, Director of FORA Charlotte Kjeldsen, Creative Director Tanja Bisgaard, Manager of Policy Analysis Glenda Napier, Manager of Policy Analysis In addition, a number of FORA colleagues have provided valuable contributions throughout the process. These colleagues include: Lise Andersen, Analyst Josefine Campbell, Analyst Thomas Ebdrup, Analyst Henrik Lynge Hansen, Analyst Casper Høgenhaven, External Consultant Rikke Blæsbjerg Nielsen, Research Assistant Copenhagen, September 2009
IDENTIFYING REGULATORY BARRIERS FOR RESOURCE EFFICIENCY, 2015
Report conducted for the Danish Environmental Agency.
13 examples from around the world where reg... more Report conducted for the Danish Environmental Agency. 13 examples from around the world where regulatory barriers have been adressed and policy makers are working on new solutions. Summary in Danish.
Uploads
Papers by Tanja Bisgaard
innovation is inspiring companies: doing good. Companies are entering into the
era of Corporate Social Innovation.
Companies are increasingly realising that there is an economic perspective in
participating in solving social and environmental problems. The companies see
these problems as opportunities for creating new business concepts. Doing good
is being talked about in company board rooms and included into companies’
business models.
We are currently experiencing turbulent times, where the financial crises in
particular is creating strains on companies’ business models and challenging
their ability to stay profitable. Corporate Social Innovation will without a doubt
be considered as vital when companies look for solutions to their financial
problems. Almost 40% of Danish companies today see climate change and
pollution reduction as relevant future business areas. In addition, a recent study
from Harvard University identifies CSI as an important competitive parameter for
Danish companies.
The government alone cannot create the necessary conditions for Corporate
Social Innovation in Denmark. For this new driver of innovation to gain enough
strength and momentum and “grow roots”, the public sector will have to take
on a new role and cooperate with companies on changing and creating future
relevant legislation that can ensure companies social innovations.
We hope this report will illustrate how companies can participate in solving the
global challenges while they simultaneously remain profitable.
innovations for companies and organisations. Based on our research we have been able to identify four
generic methods of working with user driven innovation: user test, user exploration, user innovation and
user participation. Even though these methods might vary slightly from one company to the other, they
have some basic features which are common. When working with users, companies might chose to include
the users either directly or indirectly in the innovation process, depending on what type of knowledge
the company wants to obtain from the user. Users’ ability to communicate and express their problems
and needs varies greatly and will also influence the user driven innovation method chosen by a company.
Sometimes users are fully aware of what problems they face and which needs they experience, while
in other cases they will not be able to communicate or articulate what they are experiencing. Based on
this framework we interviewed companies in the Nordic and Baltic countries about how they work with
user driven innovation, what innovation outcomes their achieved and how satisfied they were with the
processes during the project. Furthermore we wanted to get an understanding of whether there were any
differences among the Nordic and Baltic countries regarding the methods they used by mapping the user
driven innovation activity among companies and organisations.
Participants
Denmark
Tanja Bisgaard, Manager of Policy Analysis, FORA
Casper Høgenhaven, Høgenhaven Consulting
Lise Andersen, Analyst, FORA
Josefine Campbell, Campbell & Co.
Louise Marianne Lempel, Research Assistant, FORA
Tobias Ritzau-Kjærulff, Research Assistant, FORA
Finland
Turkka Keinonen, Doctor of Arts, University of Art and Design Helsinki
Marjo Mansen-laalo, research assistant
Norway
Jan Capjon, Professor, Oslo School of Architecture and Design, Institute of Industrial
Design
Håkan Edeholt, Oslo School of Architecture and Design, Institute of Industrial Design
Jørn Knutsen, Oslo School of Architecture and Design, Institute of Industrial Design
Marie Sneve Martinussen, research assistant
Sweden
Lars Sandberg, Innovation coordinator, DOTANK/THE PACKAGING ARENA
Thomas Edman, DOTANK/THE PACKAGING ARENA
Baltic countries
Peeter Raudsepp, Geoconsult
Bjørn Hjulman, Geoconsult
Dirk Pilat, Head, Structural Policy Division, Directorate for Science, Technology and Industry, OECD.
Jørgen Rosted, Director of FORA
Charlotte Kjeldsen, Creative Director
Tanja Bisgaard, Manager of Policy Analysis
Glenda Napier, Manager of Policy Analysis
In addition, a number of FORA colleagues have provided valuable contributions throughout the process. These colleagues include:
Lise Andersen, Analyst
Josefine Campbell, Analyst
Thomas Ebdrup, Analyst
Henrik Lynge Hansen, Analyst
Casper Høgenhaven, External Consultant
Rikke Blæsbjerg Nielsen, Research Assistant
Copenhagen, September 2009
13 examples from around the world where regulatory barriers have been adressed and policy makers are working on new solutions.
Summary in Danish.
innovation is inspiring companies: doing good. Companies are entering into the
era of Corporate Social Innovation.
Companies are increasingly realising that there is an economic perspective in
participating in solving social and environmental problems. The companies see
these problems as opportunities for creating new business concepts. Doing good
is being talked about in company board rooms and included into companies’
business models.
We are currently experiencing turbulent times, where the financial crises in
particular is creating strains on companies’ business models and challenging
their ability to stay profitable. Corporate Social Innovation will without a doubt
be considered as vital when companies look for solutions to their financial
problems. Almost 40% of Danish companies today see climate change and
pollution reduction as relevant future business areas. In addition, a recent study
from Harvard University identifies CSI as an important competitive parameter for
Danish companies.
The government alone cannot create the necessary conditions for Corporate
Social Innovation in Denmark. For this new driver of innovation to gain enough
strength and momentum and “grow roots”, the public sector will have to take
on a new role and cooperate with companies on changing and creating future
relevant legislation that can ensure companies social innovations.
We hope this report will illustrate how companies can participate in solving the
global challenges while they simultaneously remain profitable.
innovations for companies and organisations. Based on our research we have been able to identify four
generic methods of working with user driven innovation: user test, user exploration, user innovation and
user participation. Even though these methods might vary slightly from one company to the other, they
have some basic features which are common. When working with users, companies might chose to include
the users either directly or indirectly in the innovation process, depending on what type of knowledge
the company wants to obtain from the user. Users’ ability to communicate and express their problems
and needs varies greatly and will also influence the user driven innovation method chosen by a company.
Sometimes users are fully aware of what problems they face and which needs they experience, while
in other cases they will not be able to communicate or articulate what they are experiencing. Based on
this framework we interviewed companies in the Nordic and Baltic countries about how they work with
user driven innovation, what innovation outcomes their achieved and how satisfied they were with the
processes during the project. Furthermore we wanted to get an understanding of whether there were any
differences among the Nordic and Baltic countries regarding the methods they used by mapping the user
driven innovation activity among companies and organisations.
Participants
Denmark
Tanja Bisgaard, Manager of Policy Analysis, FORA
Casper Høgenhaven, Høgenhaven Consulting
Lise Andersen, Analyst, FORA
Josefine Campbell, Campbell & Co.
Louise Marianne Lempel, Research Assistant, FORA
Tobias Ritzau-Kjærulff, Research Assistant, FORA
Finland
Turkka Keinonen, Doctor of Arts, University of Art and Design Helsinki
Marjo Mansen-laalo, research assistant
Norway
Jan Capjon, Professor, Oslo School of Architecture and Design, Institute of Industrial
Design
Håkan Edeholt, Oslo School of Architecture and Design, Institute of Industrial Design
Jørn Knutsen, Oslo School of Architecture and Design, Institute of Industrial Design
Marie Sneve Martinussen, research assistant
Sweden
Lars Sandberg, Innovation coordinator, DOTANK/THE PACKAGING ARENA
Thomas Edman, DOTANK/THE PACKAGING ARENA
Baltic countries
Peeter Raudsepp, Geoconsult
Bjørn Hjulman, Geoconsult
Dirk Pilat, Head, Structural Policy Division, Directorate for Science, Technology and Industry, OECD.
Jørgen Rosted, Director of FORA
Charlotte Kjeldsen, Creative Director
Tanja Bisgaard, Manager of Policy Analysis
Glenda Napier, Manager of Policy Analysis
In addition, a number of FORA colleagues have provided valuable contributions throughout the process. These colleagues include:
Lise Andersen, Analyst
Josefine Campbell, Analyst
Thomas Ebdrup, Analyst
Henrik Lynge Hansen, Analyst
Casper Høgenhaven, External Consultant
Rikke Blæsbjerg Nielsen, Research Assistant
Copenhagen, September 2009
13 examples from around the world where regulatory barriers have been adressed and policy makers are working on new solutions.
Summary in Danish.