List of Tables
List of Figures
Acknowledgements
List of Abbreviations/Glossary
Preface
Introduction

Chapter 1 Producing Performance

1.1 Why the shift to Producing Performance?
1.1.1 The Stone Age Economy – cents per kilogram
1.1.2 The Industrial Economy – € per kilogram
1.1.3 The Performance Economy – (million) € per gram
1.2 Producing performance: How it works!
1.2.1 Smart solutions – Creating wealth from knowledge
1.2.2 Exploiting scientific and technological progress – Living with uncertainty
1.2.3 Prevention strategies
1.2.4 Sufficiency strategies
1.2.5 Systems solutions – Smart solutions
1.3 Systems solutions through radical changes in framework conditions
1.3.1 Radical changes by court order
1.3.2 Radical changes by new national legislation
1.3.3 Radical changes through people’s power
1.3.4 Radical changes through partnerships
1.4 Change drivers 76
1.4.1 Daring 76
1.4.2 Environmental impact as facilitator
1.4.3 Social sciences as facilitator
1.5 How to overcome obstacles
1.5.1 Insurance as enabler of technology
1.5.2 Regionalisation of the economy
1.6 How to measure it!

Chapter 2 Selling Performance

2.1 Why the shift to selling performance in the Functional Service Economy?
2.1.1 The ‘Factor Time’
2.1.2 The case for internalising the costs of risk and of waste
2.1.3 Incentives for integrating ‘Factor Time’ into the economy via extended performance responsibility
2.1.4 Selling performance versus the sale of goods
2.2 Selling performance in the Functional Service Economy: How it works!
2.2.1 The origins of the Service Economy
2.2.2 From the Service Economy to the Functional Service Economy
2.2.3 From the supply chain to the performance chain
2.3 The structure of the economy selling performance
2.4 Markets and economic actors selling performance
2.4.1 Performance services in Business-to-Business (B2B) markets
2.4.2 Performance management services in B2B markets
2.4.3 Performance services in Business-to-Government (B2G) markets
2.4.4 Performance services in Business-to-Consumer (B2C) markets
2.4.5 Generic performance management services
2.5 Change drivers
2.5.1 Competitiveness in the market as change driver
2.5.2 Corporate memory can be a strong driver
2.5.3 Supply-driven performance selling is still the norm
2.5.4 Demand-driven performance buying is growing
2.5.5 Legal frameworks as change driver
2.5.6 Exploiting science and technology as change driver
2.6 How to overcome obstacles
2.6.1 A global competition of corporate culture
2.6.2 A global competition of legal systems
2.6.3 Market-inherent obstacles
2.7 How to measure it!

Chapter 3 Managing Performance Over Time

3.1 Why the shift to managing performance over time?
3.1.1 Using goods in the Lake and the Loop Economy
3.1.2 Managing performance over time – creating jobs at home
3.1.3 Pursuing cost efficiency
3.1.4 Managing performance over time – increasing corporate and national competitiveness
3.2 Maintaining performance over time: How the Lake and the Loop Economy work
3.2.1 The Lake Economy
3.2.2 The Loop Economy
3.2.3 The principles behind the Lake and the Loop Economy
3.3 The Lake Economy – Optimising the management of physical assets
3.3.1 The shift from consumption to utilisation
3.3.2 The Lake Economy of infrastructure and durables
3.3.3 Fleet managers of the Lake Economy
3.3.4 The Lake Economy of molecules
3.4 The Loop Economy – The art of reuse, remanufacturing and remarketing
3.4.1 The shift from cradle-to-nature to cradle-to-grave, then to grave-to-cradle
3.4.2 The case for loop 1 – Product-life extension of goods
3.4.3 The case for loop 2 – The Loop Economy of molecules
3.5 Change drivers
3.5.1 The quest for the highest competitiveness
3.5.2 Science and technology innovations
3.5.3 Commercial innovations
3.5.4 Cultural innovations: The ‘caring’ index
3.5.5 Autarky as driver
3.6 How to overcome obstacles
3.6.1 Creating the missing tools
3.6.2 Creating the missing support
3.6.3 Creating incentives for product reuse and remanufacturing
3.6.4 Creating the missing university curricula and educational support
3.6.5 Creating incentives for innovation – The role of framework conditions
3.7 How to measure it!

Chapter 4 Sustainability and the Performance Economy

4.1 In praise of chaotic self-regulating systems
4.1.1 The market economy as a dynamic self-regulating system
4.1.2 Nature as a chaotic self-regulating system
4.1.3 Society as a dynamic self-regulating system
4.1.4 Innovation as a chaotic self-regulating system
4.2 The concept of sustainability
4.2.1 The Quality Cube of the Performance Economy
4.2.2 The OECD’s decoupling and composite indicators
4.2.3 World resource consumption
4.2.4 Sustainability benchmarks and metrics
4.3 The relevance of the Performance Economy to emerging economies
4.4 The relevance of the Performance Economy to industrialised countries
4.5 What are the drivers of change?
4.5.1 Interdisciplinary solutions
4.5.2 Intersectoral solutions
4.5.3 Sustainable investments
4.6 The link between performance, culture and sustainability
4.6.1 The five pillars of a sustainable society
4.6.2 Sustainability is also a competition of cultural models
4.6.3 The need for a dynamic model

Notes
References
Index