The modern sensibility on sustainability makes a responsible handling of environmental and
social issues imperative for any enterprise. Regulations and standards, and even more the
public opinion, are extending the accountability to the whole value chain, well beyond the
company’s domain (so do for example ISO standards and supply chain regulations – cite).
Environmental management is no longer limited to good plant/site management, social standards
are more than complying to local rules. Environmental and social aspects must be intergrated
in all processes, from supply chain to product development, purchase, marketing.
To make it possible we must adopt a new perspective on our activities, one based on
the whole life cycle from the cradle to grave (or cradle-to-cradle, in a circular perspective):
life cycle thinking. This approach offers one unvaluable benefit: the company must understand and
model the system around the product.
Often, life-cycle thinking is treated as a typical Operations topic that starts,
best case, from direct suppliers and stops at the factory exit gates.
The focus is set on the own product, and on its journey across all life stages.
But the most effective life-cycle, where the innovative potential is highest, begins in the
ideation phase and widens the lens from the product itself to the context in which it will be used:
understanding the system where the product will be embedded improves its
understanding, with positive effects on product development, marketing, and customer relations.
the focus moves from product to function, and this paves the way for alternative
product concepts and disruptive ideas. It open ups the horizon in marketing, helping to
disclose new markets, but also to detect early indirect competitors and other threats.
It’s the most effective way to develop circular business models, which demand a
systemic approach and strong involvement of different actors.
Why is life-cycle thinking not so popular then?
Because it is perceived as difficult and resource-intensive. In many cases life-cycle thinking
is understood as LCA, which is the most comprehensive implementation of this approach,
and indeed difficult and resource-intensive, but not the only one possible [read:Life-cycle thinking beyond LCA]
Life-cycle thinking can start organizing one workshop to raise awareness across the
company, and develop gradually to higher complexity and integration in the company
processes. It doesn’t have to be a stiff procedure to release new products, much more it
should become a “way of thinking”, that can unleash and bundle innovation in different company’s divisions.
How can we help?
From a short workshop to raise awareness to full LCA studies and the implementation of
the life-cycle perspective in the business models, k3lab can support in all degrees of adoption.