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Simon Eidseth Andersen - Samarbejdsansvarlig - HYP Marketing ApS | LinkedIn

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View Simon Eidseth Andersen’s profile on LinkedIn, the world’s largest professional community. Simon has 2 jobs listed on their profile. See the complete profile on LinkedIn and discover Simon’s connections and jobs at similar companies.

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Topic: scaling and replicating ideas
Outcome: how to knowledge share…
Participants: Martha, Jens, Helene, Lauren, Kristian
Outcome:
-IP protect vs impact
— info sharing platform
— solutions platform
- Mentorship incentives
- CSE/clusters support entrepreneurial ventures in global south
- Sector specific support systems
- open innovation

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View Mia Jung Elmertoft’s profile on LinkedIn, the world’s largest professional community. Mia has 3 jobs listed on their profile. See the complete profile on LinkedIn and discover Mia’s connections and jobs at similar companies.

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https://www.linkedin.com/in/helenehsu/

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https://www.linkedin.com/in/emilie-coutin-b3a36195/

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https://www.linkedin.com/in/emily-maria-goehlmann/

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Alida Hensen:

https://www.linkedin.com/in/alida-hensen-68555b162?utm_source=share&utm_campaign=share_via&utm_content=profile&utm_medium=ios_app

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750 million+ members | Manage your professional identity. Build and engage with your professional network. Access knowledge, insights and opportunities.

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https://www.linkedin.com/in/tomaandreea10?utm_source=share&utm_campaign=share_via&utm_content=profile&utm_medium=android_app

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Alternative Lifestyles: living in harmony with oneself, others & nature 🌿

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Alternative Lifestyles: living in harmony with oneself, others & nature 🌿

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Facilitated by Patricija Zizyte
Participants: Lars, Helena, Andrea

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Mange års erfaring indenfor kommunikation, strategi, ledelse, salg og marketing. Har både haft min egen konsulentvirksomhed, været leder, været en del af flere startups og har arbejdet internationalt.

Mine erfaringer kombineret med en praktisk værktøjskasse betyder, at jeg som sparringspartn…

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750 million+ members | Manage your professional identity. Build and engage with your professional network. Access knowledge, insights and opportunities.

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https://www.linkedin.com/in/helena-birkholm?utm_source=share&utm_campaign=share_via&utm_content=profile&utm_medium=ios_app

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Martha Feeley-Isaksen

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750 million+ members | Manage your professional identity. Build and engage with your professional network. Access knowledge, insights and opportunities.

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Eco village Avnø https://avno-oasis.dk/da/home-da/

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- Leder du efter et sted at slå dig ned og leve livet, som det oprindeligt er meningen vi mennesker skal leve?

- Trænger du til et sted, der tilbyder det hele: Et bevidst fællesskab, en mulighed for at skabe din egen grønne virksomhed, et hjem centreret i og omkring naturen og muligheden for at inspirere resten af verden?

Avnø Oasis byder velkommen til ligesindede

Avnø Oase byder dig velkommen til at undersøge muligheden for at blive en af de første beboere. Vi har 21 ha jord med 6058 kvm bygninger i et naturbeskyttet område direkte ved kysten.

Vi er i færd med at etablere en økolandsby med tre komplementær ben:

1. Et fælles hjem for et fællesskab, der har til formål at leve sundt og vokse sammen.

2. Forskellige former for grønt iværksætteri, der ejes af enkeltpersoner eller skabes i samarbejde, mellem grupper af beboere under det nye paradigme vil gøre det muligt for de fleste af os at arbejde hjemmefra.

3. En Højskole (Avnø højskole), som gennem vores levende eksempel og undervisningen vil kunne inspirere resten af verden til en mere bæredygtig livsstil.

Hvor?

D. 31. juli 2020 flyttede vi ind i et vidunderligt sted på Avnø. med vand, skov og Avnø Naturcenter som nærmeste naboer.
Avnø er beliggende mellem Næstved og Vordingborg på den sydlige del af Sjælland.

Vores vision

En verden, hvor vi kærligt forbinder os med os selv, hinanden og miljøet/naturen omkring os

Vores mission

At fremskynde den omstilling, der nødvendigvis må ske med hensyn til sundhed, arbejde, fællesskab & ressourcer på det personlige, kulturelle og sociale plan for at sikre optimale levevilkår for os selv og fremtidige generationer.

Vores mål

At være et levende eksempel på det nye paradigme og en oase for mennesker, der ønsker at helbrede sig selv, leve mere bæredygtigt og bidrage til den nye verden.

Vores ledende princip

Vi forbinder os kærligt med os selv, hinanden og naturen (miljøet) omkring os og bidrager til trivsel på jord.

Vi resonerer med de 17 verdensmål

Vores strategi

Vi skaber et økosamfund med tre ben: 1) Et bofællesskab, 2) Avnø højskole, og 3) forskellige typer af grønt iværksætteri.

Vi anvender de bedste metoder på alle områder: Sociokratisk ledelse, girafsprog ( Compassionate or non-violent Communication), regenerativt landbrug, permakultur design, makrobiotisk madlavning ...

Grøn omstilling
Klar bevidsthed om vores afhængighed af natur ≈ At blive en integreret del af lokalområdet og den natur, vi lever i. Beskyttelse af fælles aktiver.

Omstilling med hensyn til sundhed
Lev og spis på en måde, hvor der tages hånd om reelle behov, så styrke, vitalitet og immunforsvar øges ≈ livsstilssygdomme reduceres.

Social omstilling
Evne til at skabe og deltage i meningsfulde og bæredygtige relationer og fællesskaber.

Personlig omstilling
Vilje og mod til at være til stede og engagere sig i en uforudsigelig verden og evne til at tilpasse sig til at leve i det nye paradigme.

Kulturel omstilling
Forbindelse til sande livsværdier. Hverken materielle goder, penge eller magt har meget værdi, når de står over for døden.
Grønt beskæftigelse ≈ regenerative virksomheder.

Finansiel omstilling
Økonomisk frihed ≈ at skabe din indkomst ved at arbejde med, hvad du elsker at gøre (og ville gøre alligevel).
Refleksion over alle forskellige former for kapital og ikke kun penge.

Loven om tiltrækning
(Vi skaber vores egen virkelighed)

Gennemsigtighed
Autentiske ærlige relationer

Valg af økologi og fairtrade, når det er muligt.
Transformering: fra affald i en proces til ressource i en anden

Personlig og kollektiv udvikling
Praktisere en sund livsstil

Vi værdsætter

Naturligt liv og naturlov
Arbejde med naturens og universets rytme

Tilstedeværelse - oprigtighed - Integritet

Håndtering af spændinger og konflikter på en respektfuld måde

Omsorg for os selv, hinanden og planeten

Respekt for alle skabninger

En åben og undersøgende holdning

Selvforsyning

Personal initiative, humor and fun

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Oasis Ecovillage - DK - connecting to self, each other and the environment

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Sustainability. Sociocratic decisionmaking. Macrobiotic meals. Natural building. Off Grid. Perma culture. Food production. Teaching life-skills. Holispital.

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How can we create free initiatives for entrepreneurs with a focus on all aspects of sustainability?

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How can we create free initiatives for entrepreneurs with a focus on all aspects of sustainability?

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Facilitator: Daniel

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How to create a systemic holistic change in a global competitive scene? 

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How to create a systemic holistic change in a global competitive scene? 

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Assumption is that making a profit does not equal to capitalism

We started with one idea from each person:
take one step tomorrow / taking actions

successful entreprenuer or how do we measure success

create trend

defining milestones

baby steps

bridging the gap and connection

how to make a business model taking all 3 into considerations

communicate strong purpose - being transparent

Any examples?

CSRD

the case of pandura, taking the CSRD framework into the financial department

science based

what is the planetary boundary

How do we make companies profitable from the beginning?

should I do it now or should I wait

from too many new product in the world, that is not the way to go

remove things from what we have today

rework the things we have

how much do i need this product

Platform to connect people

how do we facilitate these kind of space

Are the customers willing to pay for a more sustainable product

- actions that need to be made in order to make this happen e.g. global co2 tax or within the EU, customers or businesses paying for the damage

- CSRD as a global movement

companies, auditors, accountants are not prepared for this

costly, customers are going to pay for it, making people buy it

- who is in power?

Meta in the UK, is it the company or the law?

What are we going to do tomorrow

learn, learn more about the CSRD and taking small steps

implement in the business hub and urging new startups

reflect constantly on if you need this

bring that conversation everywhere

You are a fair share - cecilie bloug sarp Azilas advisory

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Topic: how do we motivate founders to be sustainable-driven from day 1, when the pay-off (in their minds) isn’t immediate? And how do we connect the actual problems with possible solution?

Facilitator: Yohanna & Lily

Participants: Simon, Mia, Kristian, Emil

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We agreed that at the ends of the session we will define pillars of sustainability.

We started discussing about different definitions like SDG that now they don't have too much value and credibility. Sustainability as terminology is overrated.

We started brainstorming on the following topics:
Resources
Future
Equality
Lifestyle
Nature
Ecosystems
Habits
Physical and mental health
Identity
Colective awareness
Individuality
Social/community
Sense of belonging
Planet
Wealth
Health
Armony
Balance
Stability
Chaos
Circular
Utopia
Deep Connection
Regenerative
Power
Political

We are moving into understanding planetary boundaries https://www.stockholmresilience.org/research/planetary-boundaries.html

The stratosfere boundaries is the only one that we managed to reduce and bring back to the safe limits

How do we create the pillars?
We are trying to define some groups:
There is discussion about humanity and planet. What is planet what is social

We are talking about what pillar we can never remove in order for the system to function

We concluded that planet and humanity are bounders by balance and heath.

Natural systems vs created systems

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The planetary boundaries concept presents a set of nine planetary boundaries within which humanity can continue to develop and thrive for generations to come

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KU.BE is a cultural center where established associations and cultural institutions coexist with the spontaneous and self-organized activities. A combination of cultural events, physical activity and different user groups creates joy and shapes KU.BE.

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KU.BE is a house full of spaces where anything can happen. KU.BE is not only a house for culture, but also a place where we want people to move.

The colors in KU.BE make it easier to find your way around the house and emphasize the various functions. In this way, the architecture helps to tell about the activities in KU.BE: Zen is round and red, Performance is a blue cross, Thought is a yellow staircase, etc.

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Unconferences often use variations on Open Space Technology, the format/method developed by Harrison Owen in 1985. Owen's 1993 book Open Space Technology: a User's Guide discussed many of the techniques now associated with unconferences, although his book does not use that term.

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An unconference is a participant-driven meeting. The term "unconference" has been applied, or self-applied, to a wide range of gatherings that try to avoid hierarchical aspects of a conventional conference, such as sponsored presentations and top-down organization.

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What is the topic?
Who's the session facilitator?
Who are the participants?
What is the the expected outcome of this session?

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More to support green startups than actual green startups to support

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More to support green startups than actual green startups to support

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A lot of entities do something similar to support. Can we with coordination create better puzzles where each piece add something unique to the puzzle.

What type of entities are out there - look at Hey Funding.

Can one of the Foundation’s facilitate a forum where there is cross-entity knowledge sharing.

Can we specialise - e.g. Entrepreneur to Leader.

Foundations have forums where they meet to discuss.

What is the societal challenges and how do we solve them as a consortium?

Shared understanding that the eco-system is changing at a rapid paste and there is a need for curating.

Action points:
Lars: checking with management how we coordinate across, and beyond our imidiate stakeholders
Annette: focus on networks and knowledge sharing.
Emilie: suggested to coordinate with the private initiatives who run programmes for startups.
Mikkel: the Foundation is interested in getting a dialogue started, with a neutral stakeholder as the facilitator.  Would be interested in inviting for a opening dialogue.
Danny: no action yet, thinking…

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Anna will in this padlet share the documents she developed last year, for us to see as an example

Boris and David have booked a meeting to follow-up the discussions about a joint tool-box (Nov 15th), they will also invite Cecilias colleague

See below for the list of a list of regulations we think are most important

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The topic is "What are the most important EU regulations that will affect start-ups, and how do we support them in the implementation without overwhelming them?

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/ Short round of introductions, who's in the room?
/ Agree who will take notes, capturing insights, collecting source and documenting action-points.
/ Ensure an including environment in the group.

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What is the topic?
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1. Whoever comes is the right people

2. Whatever happens is the only thing that could have

3. Whenever it starts is the right time

4. Whenever is over is over

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The group aim to have:
/ a collective list of the most important EU regulations that will have an impact on startups
/ shared examples on how to support entrepreneurs on this topic
/ concrete suggestions on ways to implement/offer insights on this to entrepreneurs

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"If, during our time together, you find yourself in any situation where you are neither learning nor contributing, use your two feet and go to some more productive place"

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New criteria to stop companies from making misleading claims about environmental merits of their products and services.

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How to catch insights about your session

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How to catch insights about your session

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1) Find your session (Room+Time)
2) Click on the (+) to add a note
3) Fill in with text and information etc

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Facilitator: Mirabay

Participants: Anna, Boris, Cecilia, David and Enes

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Names: Yohanna, Stephanie, Helena, Mohit, Jakob, Alida, Emily, Kristine, Olivia

Topics:

1. yin/yang of decision making in early stage startups - fast, financially viable decisions versus decisions that makes better planet and people?

2. Is measuring impact taking time and focus away from actually implementing sustainable practices?

3. How do we build sustainable teams that will not suffer from burnout?

TOPIC 1: yin/yang of decision making in early stage startups - fast, financially viable decisions versus decisions that makes better planet and people?

The gap between the decision makers and how educated they/we are on sustainability versus newly educated innovators mindset. how do we embed the younger generation’s mindset into business behaviours fast enough?

There is a tendency for sustainability to still be an “add on” and something that needs to come later. This also poses some dilemmas; when to hire a sustainability expert?, when to make the more sustainable decision over the better financial decisions?, when and what to measure?

Jakob shares an example that an entrepreneur had to wait an additional 6 months to get the sustainably produced velcro over the “regular” velcro - is that tradeoff worth it? Entrepreneurs are faced with these kinds of trade-offs all the time.

Speed; why do new businesses have to be fast? It is a clear business benefit —> access to microgrants and support, running out of funding is a real struggle, IP is also a consideration when thinking about when to react to a market, fail fast is embedded in startup culture, speed will always be key financially, but this comes with a price (incl. mental stability)

Added costs; Who will pay for the added time or reduced footprint? Are customers willing to pay for sustainable solutions? Green premiums are often not something that end-consumers are willing to pay for - then what do businesses do?

Timing; can you embed sustainable choices into the business plan when you can improve your sustainability if you cannot do it now?

TOPIC 2: Is measuring impact taking time and focus away from actually implementing sustainable practices?

Support to startups; How do you as a generalist supporting on sustainability make sure to give the right answers (you cannot be an expert in everything) use your network. Be honest about your strengths and weaknesses.

Reasons for measuring;

increase of value in the end product - if you know how to communicate the benefits to your end customers

Measuring and tick boxing makes it valid for other actors around the startup management to question; why? That will possibly over time lead to actual action and create mandate for outside actors to question reasoning and actions from the startup.

Reasons for not measuring;

it is tedious for early stage startups that have an incredible amount of work to do already to also measure and have policies in place - it often leads to “template policies” and shallow conversations that tries to cover everything

measuring can sometimes skew the focus to areas less important to your business - try to choose your battles and do that right.

How to measure;

Implement PRI indicators as most investors will ask about these. And ask the questions about: “how does sustainability enhance your product?

Example on how to measure what products do to people: think about: local communities, end consumers, workforce and you can use these metrics in your way to attract talents.

EU regulations coming about board members must be qualified to assess and embed sustainability into the business and business decisions

Implement PRI indicators as most investors will ask about these. And ask the questions about: “how does sustainability enhance your product?

how to move from nice to have to need to have? How do boards play a role —> make sure that the teams are ambitious when building strategies.

Support and education; Is there governmental support to get support on sustainability strategy development and execution? Maybe this would be helpful for business in their venture building.

example: could universities support early-stage startups more in understanding sustainability value?

TOPIC 3) How do we build sustainable teams that will not suffer from burnout?:

examples:

hiring organisational phychologist can really make a difference

bluecorp - book a therapist —> this will make people work more closely together

create awareness of the topic that makes the team talk early on

personality tests - and especially the conversations afterwards

is it possible to build successful startups in the current environment?

have the difficult questions up front

more and more information

when do you need to hire in someone who can support on sustainability?

you can take a course

you need to think about what is relevant

advisory board or board

Resource: ESG100 report from position green

Take-aways from the session:

when working with startups sutainability can never be introduced too early on - the models and questions should be born sustainable to educate our future innovators in thinking sustainably from the get go

sustainability is still being discussed as a nice to have and so many nuances are missing

how can we get knowledge that is easily accessible for founders and easy to implement?

tension between the system we are in and how we change that

if you do not prioritise talking about sustainability early on in the conversations, founders will not be propted to think about this

we need to build stronger ties and map out who can support where

education is a way to build common language across generations and eco-system players - we need more of that

the network exist to help elevate and become better at communicating sustainability

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Notes from white room #3 - transition from students to full-time entrepreneurs

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Notes from white room #3 - transition from students to full-time entrepreneurs

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Participants: Danny from DTU, Stephanie from CSE, Martha from CSE (founder), Annette (KEA), Emilie from Highbridge (lawyer), Riccardo (founder), Niels M (scientist/founder).

Should we see the students as students first or founders first? (CSE leaves it up to the student; the institution can then help the student focus during their studies on what is important to them.)

Challenge: The type of entrepreneurship which is taught is based on a model of fast growth and exit. Can experience pressure to secure investment. Why not explore and teach other business/growth narratives? For example at CSE they haven't learned about bootstrapping.

Challenge: bootstrapping is difficult for students who don't have any capital to finance the initial product development or don't have a CVR or proof of profit. (At KEA you can join the incubator without a CVR. Foundation for entre provides grants even without CVR.)

Goal (KEA): need to be either employed or have a company they can live from day 1 after they graduate. Challenge: after graduating students suddenly have to pay for lab/office and finance their own business expenses; when they leave the incubator they lose their network which they had at the institution

Challenge: Some instutitions with incubators (e.g. CBS, KU) are academic based, whereas founders who have an academic background experience a need for collaboration with people with other perspectives and knowledge (e.g. people from business or law). The institutions may be able to collaborate and brainstorm and advise on the academic side, but the founder already has those skills. Really the founder needs advice and input on new aspects of entrepreneurship which neither the founder nor the institution have particular insight in.

Purpose, freedom, control, versatility and culture are reasons for choosing the start-up life after university instead of a full-time job with a salary.

Choosing the founder route involves insecurity and uncertainty and potentially no salary. requires motivation and a lot of hard work and commitment. it is also potentially much more fulfilling than an employment position.

University incubator: goal is partially business creation but also learning (so the student/founder gains the skills to be able to start another company).

Students are unaware of some of the available resources/support such as unions/A-kasse for entrepreneurs.

How to approach student founders: legitimise or challenge their ideas? Could lose their confidence if they are criticised. On the other hand, student entrepreneurs shouldn't be handheld so much that they are unable to be able to deal with the reality post-graduation.

One area where it is always important to get honest feedback from professors is regarding the market and customer engagement etc.

Assumptions and potential bias: Do we expect certain traits in founders? Do all founders have to be confident, resilient and able to bounce back from criticism? Is there a risk that this translates to preferring certain personality types in founders?

It can be difficult to separate the person and the business when the person has invested so much of themselves in their idea.

As an employee, it may be easier to separate career and personal life. but as a founder, your work probably takes up more space in your life.

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Embrace the bump!
Be prepared to be surprised!

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A great Miro-board from DDC, about EU regulation on circular transition (Danish only)