School buildings in motion

Key results

Key lessons learned

1. Our two showcase modules will soon be produced and placed. For both, we already have a project sheet with a description of the situation and capacity needs, and the sketches of the standard modules.
2. We developed a tendering procedure and example specifications to organize a market demand for movable school modules. This way, we can also provide other authorities and companies with tools to integrate circular construction principles and set up innovative tenders. 
3. We developed a decision-making framework with which a builder or project developer can gain insight into the increased residual value and valorization possibilities of the reusable modules. This simplifies long-term choices. 
4. We analyzed alternatives to the classic long-term investment in a sales model. Thus, we investigated how an innovative business model such as school as a service (SaaS) can generate added value for all parties involved. 

1. The conversations with more innovative end-users gave us additional insight and were enlightening for the trajectory. We also met stakeholders with a more traditional vision. We learn from this that we can maintain our initial innovative focus, but that feedback from the end-user is definitely important. 
2. The SaaS model is considered an extra in the tender (with risks...), creating some reluctance. The informative workshop about this model was an eye-opener for many and proves that with the right effort to inform, we can bring more people together. 
3. There was anxiety among internal staff because such an innovative trajectory brings new legal challenges. This aversion was mainly linked to the fear of making mistakes. Here too, by putting more effort into informing, we were able to reassure many. 
4. There is still a tension between the goal of system innovation on the one hand and the practical approach from product development on the other. A possible solution is to split the trajectory and work at two speeds: with the private partner and the public partner.