Linear and circular principles differ. But all knowledge fields in an organisation are trained based on these linear disciplines. Therefore, every professional should re-invent its own discipline for circular economy principles.
Since not only economic values, but also ecological values are important in a circular economy, control frameworks will have to be adapted too. Transparency to stakeholders, sharing data with collaboration partners require new levels of reporting. Not only the own processes have to be optimized to enable the right decision making – the information provided by value chain partners will be of equal importance to create an overview of the circular context.
The entrance to organisations is guarded by procurement professionals. Therefore, they have a large influence on the waste and energy-use challenges of the circular economy. Collaboration in supply chains will change, therefore a supply-demand setting will change to one of co-creation. Experiencing and learning together with supply chain partners will be large change.
Linear business models are based a rather straight-forward transactional relationships in a value chain context. Circular business models require more connections, longer relationships between the value chain partners and will create a more complex sales context. Knowledge of these new circular business models is a necessity
In organisations with a large asset base, for asset management professionals will change their working environment because of the circular economy. Assets may not be bought but used by an as-a-service model. These professionals will extent their influence in searching for new applications for materials and assets after usage.
These disciplines are only a few in an organisational landscape. You can imagine that all disciplines will change in some form because of circular economy transitions. A real challenge to align all those disciplines in this transition.