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The generic approach consists of five steps:
• Assessment of the current situation: expert judgement and
documentation offers insights into the current status of the
issue at stake.
• Identification of innovative options: scientists, innovative
technology providers and representatives of an issue at stake
are asked in a brainstorming session and/or individually to
generate and select innovative solutions based on the latest
science and technology. Understanding which ambitious
options are technologically and economically feasible leads to
the next step.
• Market consultation: potential lead actors are asked whether
they are willing to invest in one of the ambitious options
identified.
• Selection of the investor(s). Once market players have expressed
interest, a third party is involved to independently
assess, in a process of due diligence, the best candidate(s).
• Creation of a consortium: which preconditions should be
fulfilled to develop a viable business case is discussed with the
selected investor(s). Only partners that can help realise these
preconditions are asked to join the consortium. The partners
should agree on a plan of action, including timelines, roles,
responsibilities and an investment scheme. After partners
commit, the initiative can start and the transition broker can
withdraw (though should keep in touch should the process
stagnates).
The second strategy, on circular procurement, encouraged procurement
managers to incorporate circularity in their procurement
policies and practices. After mobilising the Board’s network to
participate in the strategy, three communities of practice were
successively set up. They comprised a total of 31 representatives
of local governments, businesses, universities and educational
institutes. Their motivations to join the community differed, but
all shared two major incentives: improving the reputation of
their organisation and anticipating new trends in society, such