board boekje web pages

126
producing as much as possible with the lowest possible costs in
a global market. In the clothing case, the biggest challenge was
thus to bundle both sides of the spectrum. The four described
initiatives representing different regional-level breakthrough
experiments are now looking for cooperation with frontrunners
in the mainstream market. Moreover, the Dutch government is
cooperating with the textile sector to meet the ambitious policy
targets recently set. It remains to be seen whether either strategy
will work to renew the whole sector in a fundamental way. The
sector is highly competitive and cross-linked with the world
market, which hampers any national initiative and a shared sense
of urgency. It is possible that regional initiatives will not suffice
and policy targets will not be met. If that is the case, government
enforcement should increase pressure on key actors. Stricter
rules and regulations will eventually also lead to a shared sense of
urgency.
In the regional case of the Metropolitan Area of Amsterdam, a
shared sense of urgency was clearly present to start the programme
and execute a great number of initiatives. The Board itself made
the circular economy one of its six priority points based on its
societal importance and potential for innovative opportunities.
Local governments were willing to join the programme as they
wanted to act in line with national circular economy policies
and seize the opportunities for new business investments, more
jobs and reduction of environmental impacts. The start-up and
scale-up community expected more growth opportunities, while
mainstream companies were interested in what was in it for them.
Within each initiative, the shared sense of urgency differed.
However, as the Board selected innovative companies to take the
lead, these lead actors and the innovative solutions generated
urgency. Other companies who were willing to join were welcome.