This paper addresses the following question using a design science approach: How to design and integrate a tactical decision-making artifact that facilitates the circular business model experimentation process with the customer in the B2B context of an incumbent company?The paper contributes to the literature in two ways. Firstly, it presents one solution for integrating impact assessments in the decision-making processes of CBM experimentation, addressing the lack of impact assessments in business model research. Secondly, the paper builds upon the micro-foundations of dynamic capabilities (Santa-Maria, Vermeulen & Baumgartner, 2022) and operational management actions needed for experimentation capability (Bocken & Konietzko, 2022b) to make the experimentation discourse more tactical
