Imagine trying to change a company's habits, but the old ways are locked in like a rusty gear. This work finds the exact levers needed to break those locks and shift how we produce food and manage land. It's like a guidebook for moving from destructive habits to nature-friendly ones by understanding what actually motivates people to change.
Companies struggle to implement nature-positive changes because of structural 'lock-ins' and conflicting values that block sustainable decision-making. They lack a clear roadmap to move from biodiversity decline to recovery.
A Theory of Transformative Change (ToTC) and a portfolio of successful and failed interventions across 9 local case studies.
If you are a food producer dealing with biodiversity loss in your supply chain — this project developed a Theory of Transformative Change that identifies power lock-ins and leverage points to shift production behavior toward nature-positive outcomes.
If you are a consultancy dealing with rigid urban zoning that blocks green space — this project developed tools to analyze structural barriers and test interventions across 9 European cases to enable nature-positive urbanization.
If you are a timber manager dealing with conflicting land-use values — this project developed a portfolio of good and failed examples to help align corporate concerns with the European Green Deal.
Based on available project data, no specific pricing or implementation costs are provided as the project focuses on knowledge co-production.
The project aims to inform strategies for initiating and upscaling transformative changes across 4 high-impact sectors, though specific industrial scaling metrics are not listed.
Based on available project data, there is no mention of patents or licensing; the focus is on co-produced knowledge and a Theory of Transformative Change.
The project aligns corporate concerns and public policies with the European Green Deal and Sustainable Development Goals (SDGs).
The project utilizes 2 year long case studies to test interventions and analyze the effectiveness of different change strategies.
The consortium is heavily research-oriented, consisting of 12 partners from 9 countries. It is composed of 5 universities and 6 research organizations, with 0% industry participation and no SMEs. This indicates the output is primarily academic and strategic rather than a market-ready technical product.
Contact Stichting Wageningen Research in the Netherlands
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