This document outlines the development of an experimental enterprise called FoodLoop that tackles the urban food waste problem. The enterprise aims to get every housing estate in Britain composting food waste on site and using the compost to grow fruits and vegetables. It discusses the food waste problem, stakeholders involved, the service and system designed including food waste collection, composting, and growing food. It provides examples of other social enterprises and encourages participants to create their own enterprise idea that connects issues and fits their skills. The document promotes an approach of zooming in and out between specific problems and the bigger picture to develop solutions.

1. Design Enterprise
Fortnight
Clare Brass
Dejan Mitrovic
Yoon Bahk
John Stevens
Nick Coutts
Marta Carrera
Bob Pulley

2. HARD

3. STORY

4. product

6. Productless?
Progetto
ACQUA

7. SCACCA
Marciapiedi, non piedi marci

9. Desirability and fun
Partnerships, not clients
Good for business –
good for social business?
Do things differently
Impact = Biz/Gov/People
‘Wicked’ problems too big for
one discipline

10. Bad news page
• Add pics of each one
(es: over-fishing, deforestazione,,
depauperamento del suolo, cambiamento
climatico… over-population…ecc)
Source: New Scientist, 2008

11. DOOM

12. I have a nightmare…?

13. fixing
stop
problems
Start creating
visions

14. Designers – quite good at visions

15. Why are systems important?
Environmental problems: wicked
Relationships between things and people
“I will if you will”

16. I have a
nightmare

17. …a world full of green
products…

18. Is there another way?
Can designers use their skills
to earn a living out of tackling
social or environmental problems?

19. What is Design?
Problem-solving, people focused
discipline tackling material problems and
facilitating connections

20. Does design have to only support
traditional business?
What about social business?
Profit making businesses that trade in
goods and services for social or
environmental benefit

21. HOW CAN DESIGN
SUPPORT SOCIAL
BUSINESSES?

22. By transforming products and services
and making them
more visible
more desirable
and easier to use.

23. Ways to intervene in a system
Re-thinking
Re-thinking the
Re-thinking the
objects
way people do
links between
things
people

24. Re-thinking
objects
• add
value by reducing waste
• design to recycle and remanufacture
• design products to last
• design out toxicity

25. Re-thinking
objects
But if there are no systems in
place to deal with this chair
beyond its use phase, all those
design features are meaningless
• Transport?
• Local?
• Disposal?

26. Re-thinking the
way people do
things
• improve feedback from infrastructure
• redesign interaction with infrastructure
• redesign the infrastructure itself

27. government
business
No-one wants to act alone.
People need to join forces to
address some of the key
environmental
and social issues
of our day
Re-thinking the
links between
people
Triangular gridlock
people
Ref: sustainable Development Commission

28. There’s a truly gigantic design [and
business] opportunity here. Someone has
to redesign the structures, institutions and
processes that drive the economy.
Someone has to transform the material,
energy and resource flows that, left
unchecked, will finish us”
John Thackara, “In the bubble”

29. Unfortunately almost no one is paying designers
to create positive environmental futures

30. D.I.Y.
?

31. An experimental enterprise tackling
the urban food-waste problem

32. The Food Waste Problem:
•
•
•
•
•
Food waste large part of waste stream (18 – 40%)
UK households produce 6.7m tonnes FW / year
People throw away about a third of food bought
Food waste in landfill generates methane (23 x co2)
3% UK CO2 emissions from landfill (aviation 6%)

33. The pain / opportunity
•
•
•
•
•
•
EU legislation making food waste very expensive
Current value of food waste £135/tons and growing
Collections difficult in urban flats
Under-used public spaces in social housing
Strong link between food waste and food growing
Separating f/w raises awareness

34. Southwark waste targets, and costs per unit for dealing with
BMW against employment costs

35. Mission:
To get every housing estate in Britain
composting food-waste on site and using the
compost to grow fruit and vegetables

36. We Set Out
To:
• Design a service in response to this
environmental challenge
• And the business case to make it
financially sustainable, and repeatable

37. The Food Loop

38. Insert photograph of rocket

39. Resident collects biodegradable waste

40. Caddies are collected

41. Waste is composted on site

42. Compost is seasoned

43. Seedlings are planted

44. Fruit and vegetable plants planted on the estate

45. Food for residents

46. Resident collects biodegradable waste

47. Stakeholders
(we identified and talked to lots of people)

48. …we made lots of friends…
Defra (government department of environmen
London Borough of Camden
Maiden Lane Community Centre
Maiden Lane residents

49. We co-designed
• Service and communications
• Identifying issues and designing solutions
• Creating new food growing areas

50. …and started planting

51. £?

52. My allotment

53. My allotment

56. Where are we now?
Plantify products in development – we are redesigning compost to be both slug repellent
and fertiliser in an ‘added value’ format
Collections and compost management gradually
being handed over to residents

57. Want another good reason to think Systems?

58. Types of innovation: Beyond products
5. Product performance
basic features, performance and functionality
1. Business model
how the enterprise makes money
6. Product system
extended system that surrounds an offering
2. Networking
enterprise’s structure/
value chain
7. Service
how you service your customers
Finance
Process.
Offering
Business
Enabling
process
Product
performance
Networking
Core
process
Delivery
Product
system
Service
Channel
Brand
Customer
experience
model
10. Customer experience
how you create an overall
experience for customers
3. Enabling process
assembled capabilities
4. Core process
proprietary processes that add value
8. Channel
how you connect your offerings
to your customers
9. Brand
how you express your
offering’s benefit to
customers
Source: Doblin Group

59. Using innovation types strategically
Core competence planning:
Offering &
process
Finance
Process.
Offering
Business
Enabling
process
Product
performance
Networking
Core
process
Delivery
Product
system
Service
Channel
Brand
Customer
experience
model
Innovation planning:
Business
model
Customer
experience
Source: Doblin Group

60. Volume of
innovation efforts
Last 10 years
Hi Finance
Business
Networking
Process.
Offering
Enabling
process
Product
performance
Core
process
Delivery
Product
system
Service
Channel
Brand
Customer
experience
model
Lo
Source: Doblin Group

61. value creation
Hi Finance
Business
model
Networking
Process.
Offering
Enabling
process
Product
performance
Core
process
Delivery
Product
system
Service
Channel
Brand
Customer
experience

62. Your teams

63. The Team Drop
Kiron Tsang
Edward Hill
Simonetta d'Ottaviano
Elena Dieckmann
Hwansoo Jeon
Ian Goode
Sheng Cheng
Katsu Masai
Wei-Che Chang
Duck-Soo Choi
Yue Jiang
Lotta Julkunen
Giulio Ammendola
Leo Green
Seungyeon Ryu
Miki Asatani
Chia-Hung Lin
Tian-Jia Hsieh
Niya Kabir
Iulia Ionescu
Okkeun Lee
Koh Maekawa
Ming Kong
Helene Steiner
Naomi Bailey-Cooper
Wai-Chuen Cheung
Alberto Ortega
Sara Zarakani
Erika Laiche
Ssu Kai Liao
Ela Doina Neagu
Makoto Sunayama
Junkyung Lee
Daniel Walklin
Chun-Hao Weng
Eleanor Banwell
Katarzyna Zmyslona
Andor Ivan
Kazu Masuda
Charlotte Slingsby
Vidhi Mehta
Sungwhoon Cho
Goki
Judith Berger
Godhuli Chaudhuri
Morten Nielsen
Iddo Wald
Soomin Jung
Frances Yan
Please get in to your groups

64. The Brief Drop
Have a quick chat in your group. Pick a brief name
and go stand next to it. Max 2 groups per brief

65. OK so where do you start?

66. The world

67. The world and
its problems

68. The problem in
your brief

69. Picking a small
area of your
problem
(zooming in)

70. Understanding how
your idea offers a
new solution to
your problem
and how it
connects
to the
Other
ones
(zooming out)

71. Process – some tips
· Explore - The zoomed out view
• Find out everything you can about your given theme as
if from very high up – ‘the bigger picture’
• Try to understand what the ‘real’ problem is – don’t
stop at the symptoms, dig deeper. Keep asking ‘Why is
that?’
• This is not a linear process – zoom in and out

72. Process – some tips
· Write a brief - Zoom in
• Once you have identified a problem, see if you can visualise
it – map it out
• Can you move the players on your map to create a new
alternative vision of how it might be?
• Look for opportunities (product/service gaps) that could lead
to that outcome
• Sketch quick imaginary scenarios
• What needs to be put in place in order to achieve that aim?

73. Process – some tips
· Who are key stakeholders?
• Who is involved in this issue?
• Who else might need to be involved? Is their
involvement possible?
• Whose involvement would make your task easier?
• How will you convince them to be a part?

74. Process – some tips
· Who owns the pain?
• Now you need to think around your scenario. What
else is going on? Are there ways of linking up
different kinds of problems that may help achieve
your aims?
• Who is currently paying for the problem you are
addressing?
• Can you imagine any scenario where the value takes
a different path (ie pain-holder pays your enterprise
instead of current recipient?

75. Process – some tips
· Concept generation
• How does this idea exist in reality?
• Who will benefit?
• Who pays?

76. Process – some tips
· Development of ideas
• How does the business work (detailed overview)?
• What are the revenue opportunities?
• How will you make it happen?

77. Can I do this?
Here’s what others have done

80. 1 building capability
3 focus on honey
2 raise awareness
4 product diversification

81. Mike’s project about apples…

82. Future of street food? Bangkok March 2012

83. Daniela, Timothy, Paul, Thomas

84. What I want you to do
I want you to create an enterprise (business idea –
something that generates income) that somehow joins up
one or more macro or local issue.
I want you to imagine who you are within this enterprise
and make sure it fits with you: ie FoodLoop is not a waste
management company, it is a food growing and soil
improving company
What I don’t want you to do
I don’t want an app or a product or a food cart or a
campaign, although all these things might be tools that
make your system work. I also don’t want your enterpriose
to be a design studio or a consultancy.

85. Have fun