Additional Readiness Levels to KTH IRL

Readiness levels complementing the six KTH Innovations readiness levels

Sustainability Readiness Level (SRL)

Developed by Vinnova, SISP and members of SISP.
Version below is Produktionsänglar’s simplification of Movexums summary of the SRL to better suite hardware startups

SRL 9The sustainability strategy contributes to competitiveness and revenue growth and makes a proven contribution to relevant parts of the UN’s sustainable development goa– Clear, positive sustainability benefits outweigh drawbacks.
– Well-defined, communicable sustainability impacts.
– Sustainability ingrained in the company culture, influencing decisions, suppliers, and partnerships.
SRL 8The business model and operations are fine-tuned based on monitoring and evaluation using sustainability metrics in order to prepare for scaling/growth– Integrating long-term business standards.
– Ensuring viability and sustainability through metrics.
– Transparently communicating sustainability impacts to stakeholders.
SRL 7Monitoring, reporting and communication on sustainability outcomes and impact are
– Communicate sustainability info for customer choices.
– Set impact measurement and supplier standards.
– Integrate sustainability reporting and cost-revenue checks into business processes.
SRL 6Sustainability is rooted in the entire team and is
ingrained into the entire business.
– Validate sustainability goals in business plans.
– Assess customer impacts, both positive and negative.
– Use KPIs for customer value and risk reduction.
SRL 5Sustainability is set in the business model and is
tested/validated against potential customers/use
– Identify and prioritize sustainability areas, opportunities, and risks.
– Integrate sustainability goals, metrics, and actions into business plans.
– Outline impacts and seek input from potential customers and partners.
SRL 4Business concept with embedded sustainability hypothesis is tested/validated against potential customers/users– Stakeholder and supplier assessment of impact is complete.
– Sustainability storytelling aligned with customer feedback is integrated.
– Ready to share this storytelling with stakeholders, aligned with Agenda 2030.
SRL 3A first description of value creation and the need for sustainability to be integrated into the business idea / business model.– Discussed team expertise and business approach for sustainability.
– Created a preliminary mission statement for sustainability goals.
– Evaluated a sustainable business model against competitors, including initial customer impact verification.
SRL 2Some awareness of how sustainability affects the planned business– Explore sustainable business model benefits.
– Formulate impact hypotheses on stakeholders.
– Assess positive and negative aspects of the proposed product.
SRL 1None or very low awareness of how sustainability affects the planned business– Limited awareness of Agenda 2030 and sustainable development.
– Minimal grasp of sustainable business model benefits.
– Unclear on how sustainability can address business issues and operations.

Product Readiness Level (PRL)

Developed by Produktionsänglar to better suite hardware startups

PRL 9Steady state production: Initial teething problems solved. Only minor optimizations of the product and/or process is applied.– Monitoring a fully functional production.
– Fixing any issues that come up.
– Keeping it updated and working great as a solution.
PRL 8Initial production: The initial version of the product has been fully launched in the market– Telling folks about it and selling it.
– Seeing what people think of the solution.
– Taking care of teething problems
PRL 7Pilot production product: Limited production for process testing and quality control– Making just a few to try out the making process.
– Checking if it’s made right.
– Not quite ready for lots of copies yet, but getting closer with the solution
PRL 6Production prototype: The final prototype level with some alternative materials and components– Making the very last version with the actual solution.
– Checking how it’s made.
– Looking for any problems in how it’s put together.
PRL 5Beta prototype: Nearly production-ready. Extensive testing for user feedback– Getting super close to making it for real.
– Giving it to some folks to see what they think.
– Fixing any issues that pop up in the solution
PRL 4Alpha prototype: Refined, close-to-final prototype, not yet optimized for manufacturing– Making it look more like the final solution.
– Testing it for problems and ease of use.
– Getting it closer to being the solution it should be.
PRL 3Concept proof prototype: Validation of key technology, functionality, and feasibility– Really testing the key technology and functionality of the solution.
– Trying out all the important features.
– Asking, ”Can we really make this solution work?”
PRL 2Functional prototype: Presents core features for testing and functional validation– Building the essential solution to see if it works.
– Trying out the basics and seeing if they make sense.
– Basically, making sure it provides the solution it’s supposed to
PRL 1Concept prototype: Idea, basic design, early visual representation of the concept– The ”What if we did this?” stage.
– Drawing up rough designs and early pictures.
– Seeing if the main idea is even possible

Supply Chain Readiness Level (SCRL)

Developed by Produktionsänglar to better suite hardware startups

SCRL 9Ongoing supplier collaborations regarding quality, innovation, costs, and continuous improvements.– Consistent partnership with suppliers to improve quality and innovation.
– Continuous focus on cost optimization.
– Actively engaged in ongoing improvements in supplier relations.
SCRL 8Pilot production to test and ensure the quality of suppliers and processes.– Implementing small-scale production to verify supplier quality.
– Rigorous testing and quality assurance of supplier components.
– Ensuring processes are reliable and meet quality standards.
SCRL 7Signing of contracts– Formalizing agreements with selected suppliers.
– Legally binding contracts defining terms and expectations.
– Setting the groundwork for a structured business relationship.
SCRL 6Comprehensive evaluation of potential specific suppliers– Thoroughly assessing specific suppliers for suitability.
– Evaluating supplier capabilities, track record, and references.
– Considering supplier performance in various criteria.
SCRL 5Initiated contact with specific suppliers to discuss the deal– Beginning communication with targeted suppliers about potential partnership.
– Initial negotiations and dialogue to explore collaboration.
– Expressing interest in forming a business relationship.
SCRL 4Exploring specific suppliers relevant to the product– Investigating suppliers with potential relevance to the product.
– Initial research into specific suppliers’ capabilities.
– Identifying potential candidates for future partnerships.
SCRL 3Initiated contact with general suppliers to gather input and insights– Initiating conversations with a broader range of suppliers.
– Seeking input and feedback from various suppliers.
– Gathering general insights and information for decision-making.
SCRL 2Exploring general suppliers that may be relevant to the product– Scanning the market for general suppliers who could be relevant.
– Preliminary research to identify potential suppliers.
– Broad exploration to assess the landscape
SCRL 1No knowledge of potential suppliers– Lack of information or awareness about potential suppliers.
– No established contacts or supplier leads.
– Beginning stages with no prior supplier research