commences with explication of objectives and a mapping of stakeholder capabilities and aspirations . By conducting the mapping process in this way , the ’ willingness to invest ‘ risk is attenuated because participants self-select and alliances and new innovations tend to arise .
Secondly , consolidate the emergent vision of a circular economy centrally and identify critical gaps in the network through expert panels . The initial systems mapping of the emergent circular economy should be constructed based on the input from all stakeholders . This schematic should then be subjected to expert review to optimise the components and to identify gaps . A multi-disciplinary expert panel , involving industry associations , academia , civil society , environmental groups , social groups and community members , should be enlisted to aid planners and policy makers in refining the schematic . A final process of assessment by Government planners allows a final say in coordinating the development of a circular economy network . This is important because government funding will be required to connect the network and sponsor the provision of activities that will not be provided through free market forces .
Thirdly , return to the participative planning process in order to consolidate market support . Once the system has been vetted and refined , the plan then needs to circulate back to market stakeholders . It ’ s at this stage that stakeholders are given a final say in influencing the development of the network and given an opportunity to clarify their desired roles within the emergent system . Once this process is complete , the planning team can then begin to develop expressions of interest for Government to seed investment in requisite activity areas that the free market is not able to provide due to financial , timing or resourcing constraints .
CONCLUSION The transition to a circular economy requires a strategy that recognises :
• The complex adaptive nature of the economy and addresses this using a systems based approach . This requires investment in not only the obvious winners but also addressing multiple points in the system at the same time while allowing emergent properties and feedback to shape its trajectory ;
• That the ecosystem for change is influenced by all three components of the strategic triangle , requiring approaches that include issues with : knowledge , evidence and capacity ; values and inclusive consultation ; and rules and political will ; and
• That there are benefits and limitations of both a top-down and bottom-up approach to planning and that a structured iterative cycling between these approaches can optimise the benefits of both .
Any implementation of a strategy requires consultation , communication , risk management , piloting , evaluation and adaptation . The last point being particularly relevant for complex adaptive systems .
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ABOUT THE AUTHORS
DR IAN OVERTON Dr Ian Overton is the Deputy Chief Executive of Green Industries SA , the agency leading the transition to a circular economy , developing a vibrant zero waste environment through policy , education and innovation . He is also an Adjunct Associate Professor at the University of Adelaide with a passion for sustainability and enhancing the environmental , social and economic outcomes through strategy and implementation of the circular economy . Ian has a science background in environmental and water resource management with a Bachelor Degree and a PhD in environmental science . Ian also has an international business background in entrepreneurship and innovation with a Graduate Certificate in Management , a Diploma in Company Directorship and a Masters in Business Administration .
DR SCOTT VALENTINE Dr Scott Valentine is a senior circular economy specialist at KPMG and former Professor and Associate Dean of Sustainability and Urban Planning at RMIT in Melbourne . Scott is responsible for coordinating circular economy work within the firm and for providing expert support for projects around the circular economy . He has led major research projects in Denmark and Holland around the circular economy with an emphasis on corporate strategy and public policy design and implementation . In Australia , he leads a number of projects including the development of a vanguard online circular economy training program delivered in alliance with Hume and Kingston City Councils . Scott has over 20 years of diverse international business experience specialising in business development and organisational development .
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