
5 myths holding back GenAI in the workplace
Here’s what leaders need to unlearn to scale AI across their organizations. ...
by Carlos Cordon Published March 10, 2025 in Brain Circuits • 2 min read
In the subscription model, customers lease products for as long as they need them rather than buying them outright. They receive ongoing access to the latest products and return unused products to the company to be recycled or upgraded. 
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A growing number of European countries have introduced deposit return schemes that mandate participation by companies selling certain consumer goods (such as soft drinks in plastic containers), with consumers paying a small charge on each purchase, refundable when they return the item. 
When implemented efficiently, such schemes can drive up recycling (although the consumer goods companies participating in them must find ways to retrieve the plastic collected, often from disparate and widespread sources).
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In deliver and return schemes, consumers voluntarily return used/spent items for recycling by the retailer/manufacturer. The main current example of this is coffee pods.
Such schemes have the potential to be scaled up across an industry. (Nestlé, for example, is attempting to develop an industry-wide pod recycling system which it describes as “the only viable pathway to a truly global aluminum coffee capsule recycling solution.”)
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Companies need to think about the type of business they want to be and how they want to contribute to the world they want for the future. This means they have to confront the sales versus sustainability dichotomy – and to do that they must explore new business models and address the operational challenges they bring.
Professor of Strategy and Supply Chain Management
Carlos Cordon is a Professor of Strategy and Supply Chain Management. Professor Cordon’s areas of interest are digital value chains, supply and demand chain management, digital lean, and process management. At IMD, he is Director of the Strategies for Supply Chain Digitalization program.
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