This article is part of my ongoing project, Sustainability Transitions in the Swiss Foodservice Industry: Reimagining Foodservice for a World Never Imagined. In our increasingly complex global food system, narrow sustainability approaches tend to emphasize conventional value functions that focus on limiting waste or destruction and maximizing the share of value captured by a single organization.
Such approaches serve a limited set of stakeholders and often overlook broader societal, environmental and economic benefits. In contrast, the regenerative paradigm calls for a comprehensive rethinking of business models: one that integrates long-term sustainable visions with transformative, circular innovation.
At the strategic level, re-imagining foodservice requires us to break free from the confines of traditional, linear models. The prevailing sustainability approaches typically center on value preservation within established boundaries, narrowly targeting cost savings or waste reduction for the benefit of a few.
However, this limited perspective does not account for the systemic challenges our food value chain faces. These challenges include environmental degradation, social inequities and economic instability.
Sustainability transition provides a robust framework for understanding these complex dynamics. It encourages leaders to look at the foodservice industry not merely as a series of isolated operational issues but as an interconnected ecosystem. This perspective emphasizes the need for holistic, regenerative strategies that address long-term sustainability challenges and create shared value across a wide range of stakeholders, from local communities and suppliers to consumers and policy makers.
At the heart of this paradigm shift is the need to develop regenerative business models (RBMs) that infuse strategic decision-making with a balanced focus on short- and long-term outcomes. Rather than merely trimming costs or reducing waste, RBMs aim to reconfigure the entire value creation process. They promote the idea that true sustainability comes from embedding regenerative principles into the organization’s core strategy.
This means rethinking every aspect of the business, from high-level strategic planning to the intricacies of daily operations. A regenerative model challenges the status quo by asking:
How can foodservice businesses create economic, social, and environmental value simultaneously?
It pushes companies to consider not only how to conserve resources but also how to restore and enhance them over time. Such a shift is essential for building resilience against future shocks, whether they be economic downturns, supply chain disruptions or environmental crises.
Once the strategic vision is set, the next step is translating it into actionable, operational practices. This transition requires a top-down, systems-thinking approach where every level of the organization, from executives to frontline staff, aligns with the overarching regenerative goals.
At the strategic level, leaders must set clear long-term sustainability objectives that go beyond short-term financial metrics. These objectives should encompass a broader vision of value creation that includes environmental stewardship, social equity and economic resilience.
In doing so, companies can overcome one of the critical limitations of narrow sustainability approaches: their focus on capturing value for the focal organization, often at the expense of wider systemic benefits.
Operationalizing this vision involves re-engineering supply chains, rethinking resource management and harnessing innovative technologies. For example, a regenerative approach to supply chain management does not simply favor local sourcing as a default; it seeks to build transparent, long-term partnerships with suppliers who are committed to circular practices. This strategic alignment ensures that every link in the supply chain contributes to a cycle of continuous value renewal and reduced environmental impact.
At the operational level, the practical implementation of regenerative strategies transforms everyday processes in foodservice establishments. Cutting-edge technologies such as AI-driven waste management systems, smart energy monitors and digital sustainability dashboards play a crucial role in this transformation. These tools enable real-time tracking of resource use and waste, providing actionable insights that help optimize operations and reduce environmental footprints.
Take, for instance, innovative food waste management practices that utilize real-time data to identify inefficiencies and adjust procurement processes accordingly. By leveraging data-driven solutions, foodservice operators can minimize excess inventory and reduce the incidence of food spoilage, thereby cutting costs while simultaneously lessening environmental harm.
Similarly, reimagining the physical infrastructure of foodservice operations—through energy-efficient appliances, circular design principles and adaptive reuse of resources—can lead to substantial operational improvements. These changes produce incremental efficiency gains while overhauling business practices so they align with the broader goals of sustainability transitions.
In conclusion, moving from a narrow focus on conventional value capture toward a regenerative, circular approach represents a fundamental transformation in the foodservice industry. By rebalancing the goals of value creation and distribution, companies can overcome the limitations of traditional sustainability approaches and unlock benefits that extend well beyond immediate cost savings.
This top-down strategy, from setting a visionary, long-term agenda to implementing practical, operational innovations, offers a roadmap for navigating the complex challenges of our global food system.
As my project on sustainability transitions in the Swiss foodservice industry continues to evolve, the insights gleaned from this integrated approach will help shape new business models that are resilient, equitable and environmentally sound. It is a call for all stakeholders to embrace change, not merely as an operational necessity but as a strategic imperative for a sustainable future.