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To continue to meet demand, organizations will need to retool and invest in procurement, manufacturing and sales, both for circular and traditional products. Volvo, for example, has designed a process in which worn-out products from its trucks are sent to be remanufactured; this business is quickly scaling and is run in parallel with the company's new-truck sales. 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This challenge is most apparent in the plastic value chain, where some companies do not have enough feedstock to meet their recycled PET (the most commonly used plastic material in packaging) targets, and there is a need for supportive government policies and standards on food-grade plastics to scale their efforts. Governments should therefore continue building on existing policy frameworks and strategies to promote a circular ecosystem while exploring bolder opportunities to reward first movers and bring laggards up to the new expectations. 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To build a network of linked value chains and self-sustaining ecosystems, industry coalitions need to understand the economic foundations that support circular models at scale. This requires promoting new standards and certifications, developing circular-focused capabilities within their own companies and among suppliers and consumers, and supporting new policy frameworks. 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Leaders are starting to create demand for circular products; the Rwandan Government shifted its federal procurement (estimated at 15% of 2017 GDP) to increase the share of circular products procured, thereby stimulating the local circular ecosystem. Governments must encourage companies to account for the negative impact they generate on the environment and take responsibility for their inputs, outputs and practices. The EU has led the way with its EPR programmes, requiring manufacturers to manage their products all the way through the post-consumer stage, shifting the financial and operational responsibility from governments and consumers to businesses. 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Management teams can pursue step-by-step change towards a full-scale transformation once they have a clear understanding of how new business models can create additional sources of value, reduce total material usage, improve resilience and generate measurable growth.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "019de52c-fb80-75af-aa5c-a7a4bfac2433", "version": 1, "description": null }, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-05-02 18:59:20.424+00", "model": "google/gemini-3.1-flash-lite-preview-20260303", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "a07e3f25-c824-4036-aca1-5b5c222ece11", "parentComponentId": null }, { "bbox": { "h": 0.18, "w": 0.35, "x": 0.23, "y": 0.4 }, "kind": "paragraph", "text": "To achieve their ambitions, leadership teams can learn from others in the industry and join forces to implement broader, far-reaching change. Each organization is one element in a universe of supply-chain interdependencies. By banding together, companies can create a new fabric of interconnected value chains, allowing circularity leaders to start reimagining their products and how they interact with other value chains. The next step is rethinking innovation and product development, ensuring that circular models are core to every product's DNA. 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