64 M. M. Bugge et al.
similar sense of directionality, which is likely to guide innovations and
behaviours in the years to come. The agreement aims to reduce food waste
by 50% by 2030, and illustrates the importance of not underestimating the
role of the private and civic sectors in the innovative dynamics towards more
sustainable waste systems.
Indicators and performance measurement systems also often operate at
national levels. In order to facilitate transition, Huguenin and Jeannerat
(2017) suggest replacing “innovation” with “valuation” to ensure that the
solutions address the most pressing societal questions. They propose to focus
on the purpose behind developments in the economy and society, e.g. reducing greenhouse gas emissions, rather than on the factors contributing to
these developments, e.g. strengthening R&D budgets or university- industry
collaboration. Such an approach, they argue, would give innovative work a
clear societal direction and “mission” and thus better facilitate addressing
important issues in the first place. Similarly, Papargyropoulou et al. (2014)
have applied the waste pyramid to food waste and call for a holistic approach
to food waste that takes into account all production and consumption activities in global food value chains, i.e. agriculture, food processing and manufacturing, retail and consumption. Such a broad lens would also favour
adding social and cultural aspects to the usual suspects of technology and
economy. Preventing food waste could involve changes in technology and
infrastructure in harvesting, storage, transport and distribution, and also in
consumer- related issues such as the promotion of eco- designs and eco- labels,
re- sizing of products and portions, and taxation of non- sustainable packaging
(European Commission, 2008). Having food waste prevention as the overall
concern represents an important objective and capability. Supporting this
broader perspective on organic waste valorisation might be a way to avoid or
overcome the risk of causing lock- ins or path dependencies when introducing solutions, practices or systems of production and consumption in the
lower parts of the waste pyramid. See Chapter 13 on multi- level governance
and food waste.
3.6.3 Directionality through industrial practices
Nonetheless, most learning, innovation and development work is anchored
and embedded in existing and localised organisations, incentive structures and
value chains. When individual organisations apply the transition agenda in
their daily operations there may well be unresolved issues in terms of how to
interpret a given challenge or task as falling under either “business as usual”
or as “here there is reason to rethink the way we do things”. We know that
the two options imply and involve fundamentally different actors, approaches
and resources. Therefore, this points back to the importance of innovation
policies and governance in terms of giving direction, articulating demands,
mobilising relevant stakeholders and arranging for joint reflexivity and learning (Weber & Rohracher, 2012).
similar sense of directionality, which is likely to guide innovations and
behaviours in the years to come. The agreement aims to reduce food waste
by 50% by 2030, and illustrates the importance of not underestimating the
role of the private and civic sectors in the innovative dynamics towards more
sustainable waste systems.
Indicators and performance measurement systems also often operate at
national levels. In order to facilitate transition, Huguenin and Jeannerat
(2017) suggest replacing “innovation” with “valuation” to ensure that the
solutions address the most pressing societal questions. They propose to focus
on the purpose behind developments in the economy and society, e.g. reducing greenhouse gas emissions, rather than on the factors contributing to
these developments, e.g. strengthening R&D budgets or university- industry
collaboration. Such an approach, they argue, would give innovative work a
clear societal direction and “mission” and thus better facilitate addressing
important issues in the first place. Similarly, Papargyropoulou et al. (2014)
have applied the waste pyramid to food waste and call for a holistic approach
to food waste that takes into account all production and consumption activities in global food value chains, i.e. agriculture, food processing and manufacturing, retail and consumption. Such a broad lens would also favour
adding social and cultural aspects to the usual suspects of technology and
economy. Preventing food waste could involve changes in technology and
infrastructure in harvesting, storage, transport and distribution, and also in
consumer- related issues such as the promotion of eco- designs and eco- labels,
re- sizing of products and portions, and taxation of non- sustainable packaging
(European Commission, 2008). Having food waste prevention as the overall
concern represents an important objective and capability. Supporting this
broader perspective on organic waste valorisation might be a way to avoid or
overcome the risk of causing lock- ins or path dependencies when introducing solutions, practices or systems of production and consumption in the
lower parts of the waste pyramid. See Chapter 13 on multi- level governance
and food waste.
3.6.3 Directionality through industrial practices
Nonetheless, most learning, innovation and development work is anchored
and embedded in existing and localised organisations, incentive structures and
value chains. When individual organisations apply the transition agenda in
their daily operations there may well be unresolved issues in terms of how to
interpret a given challenge or task as falling under either “business as usual”
or as “here there is reason to rethink the way we do things”. We know that
the two options imply and involve fundamentally different actors, approaches
and resources. Therefore, this points back to the importance of innovation
policies and governance in terms of giving direction, articulating demands,
mobilising relevant stakeholders and arranging for joint reflexivity and learning (Weber & Rohracher, 2012).