Academic Awards 2025 booklet

61 A new organizational approach at a circular construction company The transition to a circular economy in the modular construction industry requires more than product redesign. It depends on aligning the organizational structure with circular goals. My thesis, conducted at VDL De Meeuw, presents a framework that helps organizations redesign their organizational structure to support circularity. The framework includes three components. First, a Conceptual Model defines circularity in clear and actionable terms. Second, an Organizational Performance System translates circular ambitions into measurable objectives and performance indicators at the departmental level. Third, an Organizational Structure Framework uses network analysis to assess how departments communicate and where misalignments exist. My research found that departments with moderate levels of communication centrality often face the greatest structural challenges. This insight helps organizations prioritize changes that improve collaboration and coordination. The framework also identified specific types of misalignment, including gaps between strategy and structure and between departments with high interdependencies. By strengthening collaboration, clarifying responsibilities, and aligning strategy with communication structures, organizations can support the practical implementation of circular principles. The framework is not limited to VDL De Meeuw, but can also be used more broadly in other companies and sectors to guide long-term structural and strategic alignment. Figure 1 This example illustrates the creation of the Strategic Network by combining insights from the assignment and interconnection matrices. The resulting matrix reveals the degree of strategic alignment between departments, indicating how closely their objectives and responsibilities are related. Figure 2 Design Structure Matrix using shades to indicate the Structural-Stra Misalignment between departments. The darker the shade (and higher the n bigger the misalignment. Figure 1: This example illustrates the creation of the Strategic Network by combining insights from the assignment and interconnection matrices. The resulting matrix reveals the degree of strategic alignment between departments, indicating how closely their objectives and responsibilities are related. Figure 2: Design Structure Matrix using shades to indicate the Structural-Strategic Misalignment between departments. The darker the shade (and higher the number) the bigger the misalignment.