That means we have to establish a practical, yet universally representative measurement of the ability to closing, narrowing or slowing the loops. Such ability is manifested by a consistent set of competencies, relations, organisational and management practices, aiming at such a desired effect.
On one hand, these competencies and practices can be consistently evaluated across the firm’s value chain in a degree of their full exploitable potential (circular business model potential). On the other hand, their actual level depends on the managerial abilities and overall organisational practices to seize the business model potential (commitment). Here is why the Circularity assessment model figures as a useful measurement construct (or a tool) of the firm’s circularity, considered its composite characteristic, represented by a score, which is a result of this measurement, focused on the evaluation of a firm’s business model.
Here we invite you to fill in a Quick Circularity Assessment and obtain your Quick Circularity Assessment Score (QuCAS), which serves as the first indication of a firm’s degree of circularity.