PAPRF offers an opportunity to move from the 2D world of the circular economy to our more sophisticated 3D Sphere Economic modelling which brings viable sustainability not as a cost but a performance enhancer.
The Sphere Economic model is the natural progression from the circular economy.
The Sphere Economy is a proven method of improving bottom line performance by connecting behaviour across organisational silos by re-imagining waste as opportunities lost. Using this methodology corporate sustainability becomes a search for profitable opportunity. Furthermore, successful management becomes a collaborative search for innovative opportunity, rather than a task or compliance driven use of employee time. By using established systems thinking models to go beyond traditional best practice processes we enable managers to think about their habits more broadly. Furthermore, as value creation is becoming more networked through digitalisation and less linear the Sphere Economy equips organisations to more effectively create value in a less predictable world.
Learn the tricks...and repeat
Organisations of all persuasions miss tricks that leave the link between performance and sustainability underexplored.
Instead of thinking about how to optimise processes within parts of the business we focus efforts on managing the attrition between disciplines, and the waste it creates, accelerate organisational transformation to low waste, zero-waste sustainably viable entities and value chains and brings the natural result of increased productivity.
It will undoubtedly result in better innovation and practical solutions to the toughest problems. One such business where we enabled a set of company managers - who had worked together for over ten years and were recognised as high achievers - to visualise the attrition between their individual disciplines. This immediately stopped €300K of waste. And raised service levels improving long-term planning, providing new services and sales.
This rapid and simple reorganisation of internal and external supply teams reduced wasted time, and impact in absolute terms through the value chain. In terms of, for example, fuel, maintenance, supplies, and utilities with associated and interdependent physical and emissions waste, cost, and risk. Despite a sustainability manager working onsite for over four years, impact footprint was validated for the first time from the whole entity not just a silo.
This highlights opportunities foregone that could now be exploited by creating a frictionless environment where previously different departments had fought each other for budget and defended their turf. They now worked cohesively with the whole operation in sight. One goal rather than multiple goals working against one another. Consequently, these systemic improvements expanded customer support, and productivity enabling the development of new low-waste, zero-waste services, and sales. Simply, the Sphere Economy approach helped them realise the full wealth of competencies they actually had, and the opportunities open to them but had not taken advantage of.