In times of rapidly worsening global climate conditions, leadership is well advised to take climate change into account and to foster capabilities to counteract the climate crisis. It also seems obvious that behavior and actions of a couple hundred MNCs are changed faster and more easily than the mindset of millions of people.
The central objectives of this course are to understand the underlying principles of the circular economy model, to identify the levers for change, and to redesign and incorporate them into more ecologically, socially yet also economically viable international business models.
To do so, this course is based on case-study research, where corporate strategy and operating models of internationally active firms are screened and the potential for change towards a more circular economy is identified and benchmarked. The business model of the multinational corporation with the highest rank (i.e. the highest potential for change) is then redesigned and implied into a circular model.
The take-aways for students are threefold, first to gain a better understanding of the theories of circular economy as well as systems design, and international circular economies. Second, to comparatively analyze and benchmark the potential for economic, ecological and social change, and third to apply theoretic knowledge to real business models.