31.03.2017 Bianca Tilliger - Privredna komora Crne Gore · 2017-04-03 · Session 1: Introduction...

Eco‐Innovation and Eco‐Design for the New Economy

Implemented by: Supported and financed by:

Podgorica 31.03.2017

Bianca [email protected]

Eco‐innovation for the New EconomySession 1: Introduction to eco‐innovation and eco‐design 2

INDEX

1. Why should companies care about eco‐innovation?

2. The concepts of eco‐innovation and eco‐design: Definitions, strategies and case studies

3. The motivations for eco‐innovating

4. Barriers ‐ The road is not easy

5. The benefits of eco‐innovating

6. Implementing Eco‐design in companies

7. Conclusions


WHY SHOULD COMPANIES CARE ABOUT ECO‐INNOVATION?

Eco‐innovation for the New EconomySession 1: Introduction to eco‐innovation and eco‐design

Natural resources are getting scarce and operating costs more expensive

Water, soil and air pollution (climate change) is becoming a real risk for the economy

Stricter environmental legislation

SOCIO‐ENVIRONMENTAL CONTEXTForces for change that have accelerated the emergence of eco‐innovation

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McKinsey Commodity Price Index (years 1999 – 2001 = 100)1


Social innovation and society prospects

Consumers demand certain levels of environmental responsibility to companies

Highly competitive markets

Internet of things and big data

SOCIO‐ENVIRONMENTAL CONTEXTForces for change that have accelerated the emergence of eco‐innovation


No company can operate the way they did a decade ago

Take > Make > Dispose

Impact mitigation > Prevention > Value creation

INTRODUCTION

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“Businesses are recognizing the need to shift to more sustainable production and consumption patters, not only for the protection of the planet but also to

ensure future business viability and profit.”Sustainia 100 (Sustainia, 2016)


THE CONCEPTS OF ECO‐INNOVATION AND ECO‐DESIGN:DEFINITIONS, STRATEGIES AND CASE STUDIES


=New business strategy that incorporates sustainability into all operations under a lifecycle and cooperation approachthroughout the value chain. It implies a coordinated set of modifications or new solutions to products (goods/services),processes, market approachand organizationalstructure.

ECO‐INNO VATION

WHAT IS ECO‐INNOVATION?

Business level + Strategic level


WHAT IS ECO‐DESIGN?

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=Is to identify, when a product is planned, all the environmental impacts that it can produce in each of the stages of its life cycle, in order to try to reduce them to the minimum, without having an adverse effect on quality and the product's applications.

ECO‐DESIGN

Product level (including services)


Measuring to take decisions.Making decisions to improve.

CO2 H2O Environmental

Introduction MotivationsWho? Barriers Benefits

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WHAT IS ECO‐DESIGN?

QUANTIFICATION

“ It is estimated that 80% of the environmental impacts of products are determinedduring the design phase.”

German Federal EnvironmentAgency


STRATEGIES AT THE BUSINESS AND PRODUCT LEVEL

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There is NO ONE‐FITS‐ALL solution.

Circular economy

Sustainable production

Servitization Sustainable consumption



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Circular EconomyCreation of value from underused materials and/or waste

• Aims to preserve the principal value of products, components and materials for as long as possible

• Reduction of the input of raw materials and energy and the output of waste and emissions in the production processes

• Waste is considered a resource instead of a cost Taking advantage of waste streams or other underused materials or energy can create new sources of income, cost savings and increase efficiency

Approaches

Re‐use, recycle and re‐manufacture

Industrial symbiosis

Encourage recovery

Using waste as raw material for clothes and communicating it



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Sustainable productionReduced production impacts through improved efficiency or alternative resources

2 ways to produce more sustainably:

1. Making processes and activities more efficient and less resource and energy dependent

2. Switching activities to use renewable energy and/or materials and produce less‐polluting products

Helps companies to be more resilient to future market price fluctuations and varying availability of resources, while ensuring greater competitiveness

Approaches

Reduce energy and resources use

Processes, energy and resources with less impact

Cleaning and hygienic products without any potentially toxic substances using natural or biodegradable ingredients



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ServitizationPreferring functionality over ownership

• Fulfilling the needs of customers and companies does not necessarily require possession of the assets

A service with an improved user experience is provided without ownership of the goods

• Increases the customer relationship with the company generating high customer loyalty and competitive differentiation

Approaches

Product‐oriented services

Use/access‐oriented services

Result‐oriented services

Services of controlling and managing tires during use and end of life for

transport efficiency



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Sustainable consumptionPromotion of sufficiency

• De‐linking economic growth and environmental degradation Through improving efficiency and sustainability in the use of resources and production processesReducing resource degradation, pollution and waste

Approaches

Durability and long term products

Improved portfolio performance

Collaborative economy Efficient buildings with energy saving, energy production and

energy storing



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Better product experience for customers

• The emergence of the Internet and numerous social platforms allowed people to connect with each other

• Consumers are increasingly taking a central role in the way companies do business.

• Improve consumers’ experience by creating new ways of designing, developing and manufacturing products (thanks to social platforms and interconnectivity )

Products enabling greater interaction between customer and company

Approaches

Modular design and/or design for upgrading

Big Data, Internet of Things and Smart assets Using Big Data and IoT

to prevent water leaks


Goal

Understanding of the concepts of eco‐innovation and eco‐design and their potential for Montenegro’s economy.

Group work

What is the status of eco‐innovation and eco‐design in Montenegro?

• Is today the first time you have heard about these concepts? • Do you know of any companies in Montenegro applying these concepts? • Or may it even be on the agenda of your own company/institution?

Do you think the concepts are applicable to Montenegro’s economy and your sector?

• Can you think of any limitations or barriers? • What do you think is still needed in order to achieve the shift to the new

economy?• What strategies do you think have the most potential?

ECO‐INNOVATION IN THE CONTEXT OF MONTENEGRO

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Group dynamic



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What is the status of eco‐innovation and eco‐design in Montenegro?

1. Is today the first time you have heard about these concepts? Do you know of companies in Montenegro applying these concepts (which ones, what are they doing)? Or may it even be on the agenda of your own company/institution?

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‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐

‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐

‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐

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‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐

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‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐

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Do you think the concepts are applicable to Montenegro’s economy and your sector?

2. Can you think of any limitations or barriers? What do you think is still needed in order to achieve the shift to the new economy? What strategies do you think have the most potential?

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‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐

‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐

‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐


THE MOTIVATIONS FOR ECO‐INNOVATING


DISTRIBUTION, LOGISTICS ANDTRANSPORT

CONTRIBUTIONTOGDPBY SECTOR(SPAIN)+‐

CONSTRUCTION ANDBUILDING

CHEMICAL

FOOD

TEXTILE

PAPER AND GRAPHICARTS, ANDPRINTINGEQUIPMENT

MACHINERY

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3

6

6

6

71PROFESSIONAL

SERVICES

1ENERGY

1TELECOMMUNICATIONS

1PACKAGING

1HOTEL INDUSTRY

Regardless of the sector in which they operate

Barriers Benefits

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WHO? – ALL COMPANIES CAN ECO‐INNOVATE!

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* From a sample of 39 Practical Casespublished by the Ecoinnovation Laboratory.


STORIES OF SUCCESS FROM THE TOURISM SECTOR

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Environmental Strategic Plan with concrete measures related to energy and water consumption, CO2 emissions and generation of waste achieving ‐26,4% in energy consumption, ‐30,6% in water consumption and 35M € in cost savings.

Responsible, ecological and sustainable tourism proposal and first hotel certified with LEED gold in Europe, recognizing it as leader in design and sustainable construction. The hotel also has its own ecological orchard and serves ecological gastronomy.


To involve PUMAs suppliers in the achievement of their own global targets, Puma teamed up with the European bank BNP Paribas and the International Finance Corporation (IFC), to create an innovative financial product that rewards those PUMA’s suppliers complying with PUMA’s standards with better financial conditions for early payment of invoices.

STORIES OF SUCCESS INVOLVING DIFFERENT STAKEHOLDERS Driving sustainability through the supply chain hand in hand with the financial sector

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MOTIVATIONS

Stay ahead of policies and regulations

Better efficiency and reduced economic costs

Increase productivity and technical capacity

Increase market share and enter to new markets

Strategic positioning and competitive differentiation


In its internationalization process, Girbauopted to differentiate itself in quality,through eco‐design and theimprovement of the energy efficiency of itsequipment. 15%

+ efficient

Market To meet customer requirements, as a strategyofanticipation and to access and / or create new markets.

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MOTIVATIONS


MAX Burgers has addressed itscontribution to climate changereinforcing its brand image anddifferentiating itself from competitors.

ImageIn search for a strategic positioning and competitivedifferentiation, to improve public relations, to favoraccess to funding and / orphilanthropy.

27%+ brand loyalty

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MOTIVATIONS


In order to offer the best quality at thebest price, Mercadona opted for eco‐innovation as a strategy to reducecosts by optimizing logistics andredesigning some of its packaging.

Efficiency To reduce costs, increase margins and cope with thefuture scarcity of rawmaterials.

M €of cost savings24


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MOTIVATIONS


To ensure compliance and favor anticipation againstpossible future regulations, ensuring a good positioning in your sector.

Before a new regulation Axioma decidedto innovate and offer a fabric of reusablepolyester with better performance thanthe fabric used until that moment andthan the single‐use alternative.

Legislativeanticipation


comfort &+safety

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MOTIVATIONS


50%

40%

30%

20%

10%

The principal motivationshighlighted by companies are...

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MOTIVATIONS


BARRIERS –THE ROAD IS NOT EASY



INTERNALOrganizational change, change in processes and new developments,

changes in the business model, internal reluctances...

CONTEXTInfraestructure,legal framework...

FINANCIALROIs, access, availability

MARKETConsumer demand, acceptance...SUPPLIERS

Relation with suppliers, engagement, continuous supply

CUSTOMERSImplication, relationships...

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BARRIERS


Barriers related to the search for suppliers,their involvement in eco‐innovationinitiatives and the continuity of supply.

Suppliers

24M €sales new product

Cosentino required the jointcollaboration of several suppliers to test the feasibility of introducing recycled material into their new ECO product.


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BARRIERS

Internal barriers

Barriers related to the need for changes in the organization, its processes and business models aswell as the need for new technologicaldevelopments.

Ricoh required the design of new internal processes that ensure the quality standards in its remanufacturedproducts to establish this new line of business.

profit marginx2


Barriers related to the need for investmentand the difficulties for a short‐term return.

Investment

+32%Capacity of the wine cellars

For the robotization of its processes Freixenet required the development of an innovating and in‐house technology, pioneering in the sector, with an important associated investment.


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BARRIERS

Clients

Barriers related to the relationship withcustomers and their involvement in eco‐innovation projects.

Unilever required awareness and training of its customers to take full advantage of the water savings made possible by the One Rinse softener.

Savings per wash30l


Barriers regarding market perception ofecoinnovative products or services and theiracceptance.

Market

5th Most values brand in Spain

The lack of recognition of the ecolabel by the Spanish market caused KH Lloreda to stop certifying its products with the European Ecolabel.


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BARRIERS

Context

Barriers related to the lack of adaptation or infrastructure, platforms and / orlegislative support for the development of eco‐innovation.

Schuco's strategy to providebetter constructive solutions depends on an intelligent electricity grid which is not available yet in manycountries.

Sales in the last 8 years

x2


The principal barriers highlighted bycompanies are...


Internalbarriers Market Suppliers

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BARRIERS


THE BENEFITS OF ECO‐INNOVATION



BusinessRisk

management

Emotional

Waste EnergyRaw materials EmissionsWater

Functional Social

ReputationInnovation Market and sales Cost savings

User

Environmental

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BENEFITS


80%70%60%50%40%30%20%10%

% of companies that achieved each benefit

Businessbenefits

Userbenefits

Environmentalbenefits


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BENEFITS


Marketand sales

Reputation

Levi's has seen its sales increaseby 135 thanks to the greatreception of the Waterlesscampaign.

Vicinay Cadenas has developedEnvironmental Declarations of itsproducts, offering informationon the environmental impactsof its products improving itsreliability and reputation.


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BENEFITS



Costsavings Functional

The new value propositiondeveloped by Epson reducesdowntime by 66% in its products,improving customer availability.

The new technology developed byAqualogy has a 40 lower pricethan the cheapest turbine on themarket due to lower productioncosts.

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BENEFITS


Emissions

After a process of transformationof the organization, the carbonfootprint per room and night inNH hotels decreased by 69,4.

Rawmaterials

For every million phonesretrieved by Sprint, 16,000 kg ofcopper, 350 kg of silver and 34 kgof gold are obtained;representing a saving of about55 M € from the start of theprogram.

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BENEFITS


MAIN MOTIVATING FACTORS FOR YOUR SECTOR IN THE PATH TO ECO‐INNOVATION

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Goal

Discuss which are the drivers and expected benefits that move Montenegro and your sector towards eco‐innovation.

Group work

In groups discuss the proposed questions, according to the motivations that may appeal to your sector and the economy of Montenegro in general.

Think on motivations at different levels

Group dynamic


MAIN MOTIVATING FACTORS FOR YOUR SECTOR IN THE PATH TO ECO‐INNOVATION

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1. Why do you think Montenegro’s economy in general could be interested in eco‐innovation?

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MAIN MOTIVATING FACTORS FOR YOUR SECTORIN THE PATH TO ECO‐INNOVATION

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2. Which of these motivations are particularly appealing to your sector and company/institution?

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‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐

‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐

‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐


IMPLEMENTING ECO‐DESIGN IN COMPANIES


Step 1: Initial definition

Step 2: Create the vision

Step 3: Compliance

Step 6: Action plan

Step 5: Validation and selection of strategies

Step 4: Ideation of strategies

Eco‐design is an on‐going journey, not a destination

IMPLEMENTING ECO‐DESIGN: METHODOLOGY PROPOSAL



Step 1: Initial definitionCreation of a multidisciplinary teamSelection of the product or serviceDescription of the project and its objectivesDefinition of the legal requisitesMarket study (if necessary)

Step 2: Create the visionIdentification of the life cycle stages that apply to the product under assessmentInternal discussion identifying problems or weaknesses in each life cycle stageDescription of the desirable aspects that a sustainable version of the product should consider for each life cycle stage

Step 3: ComplianceAssessment of the degree of compliance of the current product range with the sustainable visionIdentification of main areas of improvementDefine an evaluation scheme based on the potential for improvement or on the level of implementation already achieved



Step 4: Ideation of strategiesDefinition of potential eco‐design strategies in response to the improvement areas Elaboration of strategies that are appropriate, feasible and fine‐tuned to the product and market

Step 5: Validation and selection of strategiesSelection of strategies according to their feasibility and alignment with the business strategyTechnical feasibility ‐ technologies & capacities currently available at the company Economic feasibility ‐ investments needed, the potential increase/decrease in costs and foreseen derived changes in the price of the productSocial feasibility ‐ foreseen perception of the strategy by the value chain actors

Step 6: Action planPreparation of the eco‐design action planIncludes all the required steps for the eco‐designed product to reach the marketComprises the development of the product concept, prototype, tests and validation and scale‐up


THE IMPORTANCE OF LIFE CYCLE THINKINGKey approach for eco‐innovation and eco‐design

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Materials and components

Production

Packaging

End of life management

Use and maintenance

Distribution

Consumer interacts with product

Resources required to create the product

Activities and material used to enclose and protect products

Activities related to production of the product and internal logistics

Means of transport between factory and consumer

End of product’s usefulness or functionality (disposal,

recycling?)

Objectives:Identify hotspotsIdentify possible improvementsPrevent burden shifting

Only 20% of environmental impacts occurred in internal operations, while upstream and downstream activities had significant impact

contributionsState of Green Business 2016


THE IMPORTANCE OF LIFE CYCLE THINKINGExample

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Production

Packaging


Use and maintenance

Distribution

• No resources needed for its use• Life‐span rather short

• Single‐use

• Use of rather scarce resources • Extraction of resources energy

intensive and contaminating

• Card boxes or plastic bags• No special protection needed

• Little weight • Needs few space, easy to stack

• Rather low recyclability • Not that easy to disassemble

• High impact in case of incineration

• Process rather simple, not too energy‐intensive

• No special labeling or printing processes necessary

Alternatives?


THE IMPORTANCE OF LIFE CYCLE THINKING

Group work

1. In a group identify the main environmental issues associated with each stage of the life cycle of these two products.

2. Assess which of the two options is environmentally better considering all stages of their life cycle.

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VS

Group dynamic



To guide you in the process, use the following list of relevant questions:

Materials: How many different types of materials are used? Are they recycled, recyclable, biodegradable, virgin...? How do you think these raw materials are transported to the company?

Manufacturing: How many and what kind of production processes are used (molded, injection, ink, glue, labeling...)? Are auxiliary materials necessary (inks, adhesives, additives...)? Do you think the process consumes much energy? Does it generate a lot of waste?

Packaging and distribution: How do you imagine the packaging? Is the product distributed? Does it weigh much? Is it voluminous? Can it be disassembled or stacked to take up less space?

Use: Does it require energy to function? What kind of energy source is used (battery, solar, string, ...)? How much and what type of supplies are needed for the functioning (paper, ink, toothpaste, water...)? Which do you think is its life span (technical + aesthetics)? Can it be repaired? Reused? What kind of maintenance and repair is required? Can the product be disassembled?

End of life: How is the product managed? Which components and materials can be reused or recycled or are biodegradable? Can the different types of materials be easily identified? Can they be easily disassembled? Does it contain non‐recoverable substances or materials that can create problems during incineration (PVC)?

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Production Packaging Distribution Use and maintenance



CONCLUSIONS


CONCLUSIONS

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Different forces of change (climate change, consumer demand…) and business opportunities (market share, competitive differentiation…) drive companies worldwide to shift their production, consumption and investment patterns to a new economic paradigm

Companies can apply different strategies according to their needs (circular economy, sustainable production, servitization, sustainable consumption)

All companies can eco‐innovate regardless their size, sector and type (offering products or services)

Despite of some barriers, eco‐innovation and eco‐design offer many benefits like cost savings, sales increases, reputation, environmental benefits…

Eco‐innovation and eco‐design are promising options for improving a company’s profitability, particularly for exports to and operations in the EU

Eco‐Innovation and Eco‐Design for the New Economy

Implemented by: Supported and financed by:

Podgorica 31.03.2017

Bianca [email protected]


Goal

Get familiar with the many eco‐innovation strategies that could be implemented at the business and product level.

Group work

Form groups of similar sectors.

Discuss which would be the most suitable eco‐innovation strategies to be implemented by your sector or on a national level?.

Which barriers do you think there may be?

ECO‐INNOVATION STRATEGIES IN THE CONTEXT OF MONTENEGRO

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1. Which would be the most suitable eco‐innovation strategies to be implemented by your sector?

‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐

‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐

‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐

‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐

‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐



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2. Which would be the most suitable eco‐innovation strategies to be implemented on a national level?

‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐

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3. Which barriers do you think there may be?

‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐

‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐

‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐

‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐

‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐


Goal

Analyze how each force of change affects your company’s sector and Montenegro’s economy in general.

Group work

Select one or two of the forces of change and discuss the questions of the index cards (if any, other forces of change can be added).

Sum up the content of the index cards to the other groups.

Vote the most important forces of change.

SOCIO‐ENVIRONMENTAL CONTEXTForces for change for companies in Montenegro

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Group dynamic


Resources scarcity

How can this affect your company’s sector?

Is there any particular foreseen effect on your company?

Identify those key resources in Montenegro that may be in danger:

How can this affect Montenegro’s economy?

‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐

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Climate change



Identify those key related problems in Montenegro:


‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐

‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐

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Environmental legislation



Identify key environmental legislation in Montenegro:


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Social innovation



Identify those key issues being claimed in Montenegro:


‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐

‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐

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Competition


Is there any particular foreseen effect your company?

Identify key competitors for Montenegro:


‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐

‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐

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IoT and Big Data


Is there any particular foreseen effect your company?

Identify key implementation possibilities in Montenegro:


‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐

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31.03.2017 Bianca Tilliger - Privredna komora Crne Gore · 2017-04-03 · Session 1: Introduction...

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