Week 2 is all about systems thinking and systems analysis. In our practical example cases you will see how diversified crop systems can help in Spain, and how birch woodlands can improve the resilience of the system in Iceland. You will learn how to conduct a systems analysis for your chosen landscape degradation challenge by identifying boundaries and key factors, creating a system map, constructing a central narrative and determining points of intervention.

In this week you will learn what stakeholders are and why they are important. You will see the application of the main concepts in two of our landscape examples. At the end of week 3 you can conduct your own stakeholder analysis of your chosen landscape degradation challenge.

In week 4 we enter the second phase of the sustainable business model innovation process: designing. In this phase we move from forming an understanding of the problem and what means we have available, to generating ideas for new business model solutions. Now you will actually start working with your stakeholders to analyse opportunities for value creation based on common goals and commitment. In week 4, the focus is on co-innovation networks and captured and destroyed value. You are going to build your co-innovation network, validate your current understandings, identify opportunities to add value and generate first business model ideas.

In week 5 you will learn about business models and the triple-layered business model canvas. You will also see the triple-layered business model canvas applied to all of our three cases. You reach the point now where you will select a business idea and complete your own triple layered business model canvas.

Week 6 is about assumptions and methods and how to validate them. You will see what methods the practical example cases in Spain and Portugal used. This week then allows you to start testing your own business idea on a small scale. You will identify your own key assumptions, design the testing of those assumptions and actually test them. At the end you will iterate or pivot your business model.

In week 7 we enter the third phase of the sustainable business model innovation process - implementing. In this phase your business model moves from being a design concept to an implemented practice that is helping to restore landscapes. We will consider how we will manage the finances, understand if we our business model is delivering its intended value, and forecast potential outcomes. We will also reflect on our constructed business models to consider how they could be scaled-up or scaled-out, and what next actions we need to take to make them a reality. You will learn about assessment and monitoring tools such as financial analysis, 4 Return Model (20 years outcomes & value creation in 3 zones), key performance indicators and scenario analysis. The cases in Portugal and Iceland serve as examples of how these can be implemented. You will make a financial analysis of your business model, set specific KPIs to measure the success of your business model for four returns in 20 years, evaluate how you can involve the stakeholders that are impacted through the 4 returns and do a Scenario Analysis.

In this last week you will learn about key leadership principles, our Community of Practice and the nexus challenge of the SDGs. You will read about the application of concepts in practice in all of our landscapes. You will review your exercises of the past weeks, reflect about what you learned and forecast your next actions. If you want you can also connect to a global community of practitioners.