**3. Transformation toward a creative disruption platform**

The digital solutions enable the consolidation of upstream and downstream, producers and consumers among the diversified industrial sectors in the forestbased bioeconomy value chain [27]. Consequently, we can expect creative disruption platform as illustrated in **Figure 5**. Digitalization challenges the traditional practices in forest-based industry encompassing low performance production, traditional business models, rules and regulations applicable to non-digital

**135**

**Figure 6.**

*Steps in constructing a creative disruption platform. Original source: Watanabe et al. [13].*

*Digital Solutions in the Forest-Based Bioeconomy DOI: http://dx.doi.org/10.5772/intechopen.84828*

in operations and so on.

economies, and set platform for new business models, technologies, products, and services, collaborative governance of natural resources, visibility and transparency

With such understanding, Watanabe et al. [13] described the stepwise concept

of creative disruption platform as illustrated in **Figure 6**. In the forest-based bioeconomy, the linear value chain from forestry (upstream) to consumption

**Figure 5.**

*Creative disruption platform embracing digital solutions. Original source: Watanabe et al. [13].*

*Digital Solutions in the Forest-Based Bioeconomy DOI: http://dx.doi.org/10.5772/intechopen.84828*

*Elements of Bioeconomy*

source of competence.

**Table 1.**

demonstrated in **Table 1**.

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**Figure 5.**

*Creative disruption platform embracing digital solutions. Original source: Watanabe et al. [13].*

analytics and offers recommendations to the customers for future buying based on their browsing history. Amazon's business strategy adheres to the shift in customers' preferences and response time to those changes by leveraging digital technologies as

UPM Versatile use of renewable wood biomass, combined with innovation, resource

Stora Enso Transforming from a traditional paper and board producer to a renewable material

KaiCell Fibers Versatile and competitive biorefinery with novel bioproduct applications, optimized

Finnpulp Digital ecosystem provides advantages related to raw material and delivery chain

occupational safety and environmental performance

*Sources: UPM [22], Stora Enso [23], Metsä [24], KaiCell Fibers [25], and Finnpulp [26].*

Metsä Involved in various joint and development and innovation projects focused on

renewable and low-impact alternatives

approaches

requirements

*Finnish forest-based firms' initiatives under digitalization.*

efficiency, and sustainability aimed at replacing nonrenewable materials with

growth company by the means of a strong customer focus and new innovation

enhancing the sustainability of forest operations. In addition, they are continuously developing digital services to help forest owners manage their forests sustainably

capacity based on a local fiber approach, cultivated bioproducts out of chemical softwood pulp, and the bioecosystem of circular economy meeting economical

management, improving the efficiency of the mill's support functions and optimizing production quality and quantity. This concept further improves the facility's

Similarly, leading forest firms are putting their efforts in understanding the consumer behavior and developing new products accordingly by using digital technologies and circular economy way of thinking. Examples of such trends are

The digital solutions enable the consolidation of upstream and downstream, producers and consumers among the diversified industrial sectors in the forestbased bioeconomy value chain [27]. Consequently, we can expect creative disruption platform as illustrated in **Figure 5**. Digitalization challenges the traditional practices in forest-based industry encompassing low performance production, traditional business models, rules and regulations applicable to non-digital

**3. Transformation toward a creative disruption platform**

economies, and set platform for new business models, technologies, products, and services, collaborative governance of natural resources, visibility and transparency in operations and so on.

With such understanding, Watanabe et al. [13] described the stepwise concept of creative disruption platform as illustrated in **Figure 6**. In the forest-based bioeconomy, the linear value chain from forestry (upstream) to consumption

**Figure 6.**

*Steps in constructing a creative disruption platform. Original source: Watanabe et al. [13].*

(downstream) transforms into creative disruption platform. First, the disruption and creation are observed within the upstream and downstream. Further development of digital solutions in the downstream instigates disruption in upstream with the prospect of new developments and consequent creation of new business system in the downstream. Thus, all stakeholders involved in the value chain of forestbased bioeconomy will play different roles and interact each other to accelerate the consolidation of upstream and downstream which will in turn lead to the emergence of creative disruption platform as expected.
