8.5 Case Study: Transforming towards Regenerative Practices A mid-sized manufacturing company in the Netherlands embarked on a journey toward regeneration. The company faced systemic barriers to transitioning from traditional to regenerative practices. Especially stakeholder complexity and organisational resistance formed a huge barrier. To overcome these, the RIFT model was introduced, supported by the MD’s regenerative leadership approach. The company’s leadership, organizational culture, and business capabilities surrounding sustainable and regenerative goals were aligned using the methodology. Application of the RIFT Framework The RIFT model was implemented through a series of structured interventions involving the MD and key stakeholders. The process followed three major steps: • Identifying barriers: A diagnostic tool helped the leadership team identify systemic barriers like organisational resistance and limited network development. • Building regenerative capabilities: Workshops and leadership programmes were designed to develop skills in stakeholder management and network collaboration, focusing on both external partnerships and internal culture. • Leadership example: The MD emphasised impact consciousness, preemptiveness for value improvements, and engagement, reshaping leadership dynamics and aligning management with regenerative goals. The interactive sessions with the company lead to the following tangible outcomes: • Enhanced stakeholder collaboration: Strengthened partnerships with circular economy organisations through improved network development. • Cultural shift: Over 70% of employees aligned personal values with the company’s sustainability mission. • Increased resilience: The regenerative approach improved adaptability to sustainable product market demands. This case shows how the RIFT framework, paired with regenerative leadership, can transform a traditional business, aligning objectives with social and environmental regeneration. 48 8.5 Case Study: Transforming towards Regenerative Practices
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