Saturday, June 22, 2024

g-f(2)2532 Circularity as a Competitive Advantage: Reshaping Business for Sustainable Success


genioux Fact post by Fernando Machuca and Claude

Introduction by Fernando and Claude:

Welcome to "g-f(2)2532 Circularity as a Competitive Advantage: Reshaping Business for Sustainable Success," a groundbreaking exploration of how circular economy principles can transform businesses in the g-f New World. This genioux Fact post synthesizes cutting-edge insights from MIT Sloan Management Review with the innovative vision of the g-f New World, offering a roadmap for companies to thrive sustainably in the digital age.

Our journey in creating this post began with a deep dive into the article "Find a Circular Strategy to Fit Your Business Model" by Samsurin Welch and Khaled Soufani. We then engaged in a dynamic dialogue, blending human expertise (Fernando) with AI capabilities (Claude) to extract the golden knowledge (g-f GK) most relevant to navigating the complexities of sustainable business in the digital era.

Our collaborative process involved:

  1. Distilling the core principles of circular business strategies from the MIT Sloan article.
  2. Aligning these insights with key concepts of the g-f New World, such as continuous adaptation and innovation.
  3. Identifying how circular strategies can enhance an organization's competitiveness and resilience in the rapidly evolving digital landscape.
  4. Crafting a narrative that not only explains these concepts but also inspires action and fosters a culture of sustainable innovation.

The result is a comprehensive guide that bridges the gap between traditional business models and the circular economy, offering practical strategies for organizations to create sustainable value while reducing their environmental impact. We provide actionable insights on how companies can leverage circularity as a competitive advantage, driving both growth and sustainability in the g-f New World.

As you delve into this genioux Fact post, we invite you to consider how these circular strategies can revolutionize your approach to business. Whether you're a seasoned executive or an emerging entrepreneur, the concepts shared here have the potential to transform your organization's journey towards sustainable success in the digital age.

Join us as we explore the power of circularity in reshaping business models and unlocking new opportunities for growth and innovation. Welcome to a new paradigm of business – one that's as regenerative and adaptive as the world it operates in!


In the evolving landscape of sustainable business practices, the MIT Sloan Management Review article "Find a Circular Strategy to Fit Your Business Model" offers invaluable insights into implementing circular economy principles. This approach not only addresses pressing environmental concerns but also presents significant opportunities for business growth and innovation. By examining various strategies and real-world examples, the article provides a comprehensive guide for companies seeking to integrate circularity into their operations, aligning with the adaptive and sustainable ethos of the g-f New World.

genioux GK Nugget:

"Circular business models optimize resource use, reducing waste and emissions while creating new value streams and competitive advantages."  Fernando Machuca and Claude, June 22, 2024

genioux Foundational Fact:

Circular business strategies focus on four key principles: use less, use longer, use again, and use differently. These approaches aim to maximize resource efficiency, extend product lifespans, reclaim and regenerate resources, and shift from ownership to access-based models. Successful implementation requires aligning circular initiatives with overall business strategy, fostering a circular mindset throughout the organization, and collaborating across value chains to create compelling value propositions for customers and stakeholders.

The 10 Most Relevant genioux Facts:

  1. Design products for longevity, repair, and recyclability to enable circular models.
  2. Establish repair and refurbishment capabilities, either in-house or through partnerships.
  3. Leverage data and digitalization to optimize maintenance, repair, and resale processes.
  4. Turn waste into revenue by developing new products or materials from discarded resources.
  5. Create reverse logistics systems to ensure the return and reuse of products and materials.
  6. Develop service-based models that provide access rather than ownership, increasing asset utilization.
  7. Use digital platforms to enable sharing, rental, and service-based business models.
  8. Focus on efficiency and waste reduction in all aspects of operations and product design.
  9. Combine multiple circular approaches (use less, longer, again, differently) for comprehensive solutions.
  10. Approach circularity as a journey of learning and iteration, starting with small-scale pilots.


The transition to circular business models offers a powerful strategy for companies to address sustainability challenges while uncovering new growth opportunities. By adopting principles of resource efficiency, product longevity, material reclamation, and access-based consumption, businesses can reduce their environmental impact and create innovative value propositions. Success in this transformation requires a strategic approach, committed leadership, collaborative partnerships, and a willingness to learn and adapt. As we navigate the complexities of the g-f New World, circular strategies provide a roadmap for businesses to thrive sustainably, meeting both economic and environmental imperatives.


The g-f GK Context

Samsurin Welch and Khaled SoufaniFind a Circular Strategy to Fit Your Business ModelMIT Sloan Management ReviewMAGAZINE SUMMER 2024 ISSUE, June 03, 2024.


Samsurin Welch is a research associate at the Circular Economy Centre at Cambridge Judge Business School, University of Cambridge, and senior associate at the University of Cambridge Institute for Sustainability Leadership. He is also cofounder and chief operating officer at HyveGeo. Khaled Soufani is a management practice professor of financial economics and policy, director of the Circular Economy Centre, and director of the Cambridge Executive MBA Program at Cambridge Judge Business School. He is also a fellow of Clare Hall.

Classical Summary of the Article:

The article discusses the importance of circular business models in addressing sustainability challenges and creating new growth opportunities. It argues that companies need to go beyond renewable energy adoption to tackle emissions linked to the production and consumption of goods.

The authors present four key approaches to circularity:

  1. Extend Product Lifespan (Use Longer): This involves designing products for longevity, repair, and refurbishment. Examples include the Dutch Ministry of Defense's repairable uniforms and Fairphone's modular smartphones.
  2. Reclaim and Regenerate Resources (Use Again): This approach focuses on recovering and reusing materials, particularly distinguishing between biological and technical resources. It includes recycling, turning waste into new products, and designing for recyclability.
  3. Maximize Product Use (Use Differently): This strategy involves selling access rather than ownership through sharing, renting, and service-based models. Examples include Zipcar, Rent the Runway, and Signify's lighting-as-a-service model.
  4. Minimize Resource Use (Use Less): This approach emphasizes efficiency in resource consumption, including energy, materials, and water. It involves lean manufacturing, optimized designs, and leveraging data analytics to reduce waste.

The article emphasizes that these approaches are not mutually exclusive and can be combined for more comprehensive circular solutions.

The authors also outline key success factors for implementing circular strategies:

  1. Ensuring strategic fit with the company's overall business model
  2. Committed leadership and fostering a circular mindset throughout the organization
  3. Combining multiple circular approaches
  4. Creating compelling value propositions that go beyond environmental benefits
  5. Developing value-based collaborations and partnerships
  6. Approaching circularity as a journey of learning and iteration

The article concludes by highlighting that while the transition to circular models is complex, it offers significant opportunities for businesses to control customer relationships, gain market insights, and capture additional revenue while meeting environmental goals.

Samsurin Welch

Samsurin Welch is a distinguished research associate at the Circular Economy Centre at Cambridge Judge Business School, University of Cambridge, and a senior associate at the University of Cambridge Institute for Sustainability Leadership (CISL)¹. He has over 20 years of industry, research, and teaching experience at the intersection of technological disruption, sustainability, and the circular economy¹.

Welch's work focuses on studying circularity and sustainability from the lens of strategy and competitive advantage, enabled by innovations with business models and digitalization such as Artificial Intelligence (AI), Blockchain, and Internet of Things (IOT)¹. He also teaches on the Executive MBA and Executive Education programs¹.

Before joining the University of Cambridge, Welch was the head of Digital Strategy & Innovation for PETRONAS, the national energy corporation of Malaysia¹. His industry experience spans the energy, retail, and manufacturing sectors¹.

In addition to his academic and professional roles, Welch is the Co-Founder & Chief Operating Officer of HyveGeo¹, a venture that develops a unique bioengineering approach to address two grand challenges – boosting food security in arid regions and removing millions of tons of carbon dioxide from the air¹².

Welch holds a PhD and MPhil from the University of Cambridge, an MSc from the London School of Economics and Political Science, and a BA from Northwestern University¹. His contributions to the field of sustainability and circular economy have made him a respected figure in academia and industry.

Source: Conversation with Copilot, 6/22/2024

(1) Samsurin Welch | Cambridge Institute for Sustainability Leadership (CISL).

(2) Home - Hyvegeo.

(3) Samsurin Welch | CTO at HyveGeo | F6S Member Profile.

Khaled Soufani

Khaled Soufani is a distinguished academic and a leading authority in the field of financial economics and policy. He serves as a Management Practice Professor of Financial Economics and Policy at the Cambridge Judge Business School¹². In addition, he holds the position of Director of the Circular Economy Centre and the Cambridge Executive MBA Program¹²⁴.

Born in Damascus, Soufani spent his early years in the UK and Canada³. He studied economics at the University of Nottingham as an undergraduate³. Before joining academia, he worked in investment banking in the operations of bond and money market trading in Toronto and Montreal, Canada¹³.

Soufani has published extensively in the areas of financial management, corporate restructuring, M&A, private equity, venture capital, and family business¹². His work also includes research on economic growth and innovation relating to the circular economy and fast-growing markets and economies². His research is widely cited and included in policy reports by organizations such as the EU, OECD, and the Institute of Directors¹².

In addition to his academic roles, Soufani has been the academic program director for many Executive Education programs, for major companies and financial institutions, as well as government organizations². He was an Associate Professor of Finance at Concordia University in Canada until April 2013².

Soufani's contributions to the field of financial economics and policy, particularly in the context of the circular economy, have made him a respected figure in academia and industry. His work continues to influence policy and practice in these areas¹².

Source: Conversation with Copilot, 6/22/2024

(1) Professor Khaled Soufani | Cambridge Institute for Sustainability ....

(2) Khaled Soufani - Clare Hall.

(3) Professor Khaled Soufani - Networks of evidence and expertise for ....

(4) Professor Khaled Soufani: from financial markets to circular economy ....

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