Sustainability Readiness Level (SRL) skalan

KTH Innovation Readiness Level™ är ett ramverk för att vägleda idéutveckling och bedöma idéstatus och progress över sex nyckeldimensioner. Det ger struktur och stöd för idéägare, innovationsrådgivare och coacher för att guida en idé i tidigt skede till en innovation på marknaden.

2020 togs ytterligare skala fram för att komplettera KTH Innovation Readiness Level™ med fokus på hållbarhet, the Sustainability Readiness Level (SRL) på uppdrag av Vinnova. Den visar på ett ännu tydligare vis en innovations hänsynstagande och koppling till hållbarhet, från en tidig idé till en värdeskapande applikation i ett start- / scalupbolag.

Läs om KTH Innovation Readiness Levels

Sustainability Readiness Level

1

None or very low awareness of how sustainability affects the planned business
- None or little knowledge of Agenda 2030 and sustainable development.
- None or little insight into the benefits of creating a sustainable business model.
- None or vague idea of how sustainability could be integrated to solve the problem that the proposed business and operations should address.
2

Some awareness of how sustainability affects the planned business
- Some insight into the benefits of creating a sustainable business model.
- A hypothesis is formulated about both positive and negative social and environmental impacts of the proposed product, business concept and activities for stakeholders (customers, users, society, nature, etc)
3

A first description of value creation and the need for sustainability to be integrated into the business idea / business model.
- The team's competences in sustainability as well as the company’s business approach are described.
- A draft of "Why" / mission that describes a direction/what the company wants to achieve in terms of sustainability.
- A draft sustainable business model and a sustainable offer (value proposition) are evaluated against the market and identified competitors offerings.
- A first customer verification of the hypothesis of both positive and negative social and environmental impact of the proposed product, business concept and activities for stakeholders (customers, users, society, nature, etc) has been carried out.
4

Business concept with embedded sustainability hypothesis is tested/validated against potential customers/users
- A first stakeholder & supplier verification of the hypothesis of both positive and negative social and environmental impact of the proposed product, business concept and activities for stakeholders (customers, users, society, nature, etc) has been carried out in the proposed ecosystem.
- Storytelling, based on customer verification, about sustainability and Agenda 2030 are linked to the business concept and can be communicated to stakeholders.
5

Sustainability is set in the business model and is tested/validated against potential customers/users
- Relevant areas of sustainability are defined and prioritized according to level of impact.
- Business opportunities and risks with sustainability work are defined.
- Objectives, possible metrics (internal & external) and actions for sustainability work are developed and integrated into the business plans (strategy, action plan, map, roadmap)
- A first draft of the economic, social and ecological outputs/outcomes are stated and tested against potential customers and partners.
6

Sustainability is rooted in the entire team and is ingrained into the entire business.
- Objectives, possible metrics (internal & external) and actions for sustainability work are validated in the business's plans (strategy, action plan, map, roadmap)
- Validated insights into the consequences for customers / users of the benefits and the values.
- Validated insights into the possible negative consequences for customers / users of the offer. Sustainability-related KPIs relevant to customer value (reducing risks / increasing positive effects) that the offer creates are set into action
7

Monitoring, reporting and communication on sustainability outcomes and impact are implemented.
- There is transparent communication regarding sustainability information that might be of value for customers in making purchase decisions.
- For relevant companies - a baseline measurement for impact is determined in order to communicate impact monitoring and communicate impact created
- A list of requirements for suppliers ex. Code of conduct is documented and validated.
- A routine for reporting sustainability work is integrated into the business' follow-up activities.
- Business “sanity check” is updated and done - both for costs / revenues related to sustainability work – to check that the positive contribution is bigger than the negative impact.
8

The business model and operations are fine-tuned based on monitoring and evaluation using sustainability metrics in order to prepare for scaling/growth.
- Operational planning is done to integrate relevant standards for the long-term development and credibility of the business. (Ex. ISO 14001, 9001, 26000 or other standards)
- Sales and other metrics show the business model is viable and sustainable e.g. in relation to customer acquisition costs.
- There is transparent communication regarding sustainability impact information (positive and negative) that might be of value for stakeholders in their relation to the business model (eg. environmental impact, social impact)
9

The sustainability strategy contributes to competitiveness and revenue growth and makes a proven contribution to relevant
- The company’s sustainability work has both clear and measurable benefits. The positive effects outweigh the negative ones.
- The system effects (outputs and outcomes) of the sustainability work are clearly defined and can be communicated.
- The business has embraced sustainability opportunities and risks in the overall business and are a part of the company culture.
- The company's suppliers and partners are selected from a sustainability perspective.

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Mognadsnivåer enligt SRL-skalan

Fyra perspektiv, fyra faser och nio mognadsnivåer. När vi pratar om mognadsnivåer i bolagsutvecklingen pratar vi om fyra perspektiv, tre från KTH Innovation Readness Levels och Sustainability Readiness Levels.

Där har man delat in bolagsutvecklingen i 4 faser, Formation, Problem solution fit, Produkt market fit samt Efficiency. Plattformen arbetar också i dessa fyra faser för att ge dig guidning till metodik, KPIer och verktyg för hållbar affärsutveckling.

Bolagsutvecklingen i fyra faser på IRL skalan - Formation, Problem solution fit, Produkt market fit samt Efficiency.

Om projektet

Projektet strävar efter att skapa en framtid där svenska innovationskontor, inkubatorer och Science Parks spelar en avgörande roll i att främja hållbarhetsarbete och påskynda omställningen till en hållbar samhällsutveckling. Genom att tillhandahålla en processmetodik, verktyg och nätverk för att accellerera bolag enligt Sustainability Readiness Levels.

Sustainability Readiness Level (SRL) skalan