Circular Failure – Large circular projects in Corporations (EN)

In this session, Willem van Liemt (Mnext) presented insights from the white paper “Circular Failure: Barriers Preventing the Success of Large Corporate Circular Projects.”

The discussion focused on why many corporate circular initiatives fail to scale beyond the pilot phase and what determines success or failure.

The session opened with Kirsten Steinbusch, who reflected on lessons from both successes and setbacks in corporate circular projects. He noted that large companies often acknowledge the potential of circularity but act reactively, constrained by traditional business models and internal priorities. Projects not embedded in a company’s core strategy often lose momentum once initial enthusiasm fades.

Key Success Factors
Van Liemt highlighted several elements critical for success:
– Strategic integration: Circularity must be part of broader business goals.
– Strong leadership: Internal champions are essential to align interests and sustain commitment.
– Resilience to economic cycles: Projects able to endure downturns have higher long-term viability.

Conversely, a low risk appetite, focus on short-term cash flow, and conservative corporate culture remain key barriers.

Startups and Collaboration
Startups play a vital role by bringing agility and innovation that corporates often lack. However, collaboration is rarely balanced—corporates tend to dominate, focusing on short-term returns instead of long-term system change.

Conclusion
Corporates have yet to take true leadership in the circular transition. A shift in mindset, risk tolerance, and culture—combined with fair, strategic collaboration with startups—is essential to accelerate progress toward a sustainable, circular economy.