The transition toward sustainability in the construction industry requires integrated tools that align with circular economy principles. This study introduces the Interactive Stakeholder Journey Map in Construction (ISJMC), an innovative visual and systemic tool that supports waste management and circularity throughout the life cycle of construction assets. Although the sector is economically significant, it remains one of the main contributors to environmental degradation due to high resource consumption and low waste recovery rates. Developed according to EN 15643-3:2012, a European standard that provides a framework for assessing the social sustainability of construction works, focusing on aspects such as accessibility, health, and comfort and grounded in the Design Thinking methodology, ISJMC enables mapping stakeholder interactions, touchpoints, and responsibilities across all life cycle stages, including initiative, design, procurement, construction, use, and end of life. A systematic literature review and collaborative workshops guided the tool’s development and validation. The application in a real case involving a medium-sized Brazilian construction company helped identify significant pain points and opportunities for implementing circular practices. The results demonstrate that ISJMC (i) facilitates a systemic and visual understanding of material and information flows, (ii) promotes transparent mapping of resource value to support better decision-making, and (iii) encourages the identification of circularity opportunities while fostering collaboration among stakeholders. The tool revealed critical challenges related to waste generation and management. It supported co-creating sustainable strategies, including improved material selection, lean construction practices, and stronger supplier engagement. By translating complex standards into accessible visual formats, ISJMC contributes to the academic field, supports practical applications, and offers a foundation for expanding circular approaches in construction projects.

A recurring challenge in the development of information systems (ISs) across complex organizational domains is the lack of integration and alignment between strategic, tactical, and operational levels, resulting in methodological fragmentation that constrains traceability, innovation, and organizational value generation. This study proposes and applies to the Integrated Innovation Framework for Information System Development (IIF-ISD) to overcome this gap. The research was structured through a systematic literature review, following the PRISMA and ROSES protocols, and validated through an exploratory single-case study involving the development of an IS supporting the Selo Casa Azul (SCA) environmental certification process in a Brazilian construction company, a context chosen for its multi-level organizational complexity and ESG compliance requirements, representative of broader certification IS development challenges. The framework integrates DSRM, agile methodologies, Design Thinking, and Lean Startup through three governing principles—Hierarchical Embedding, Functional Complementarity, and Traceability by Design—achieving cross-level alignment between strategic objectives, tactical performance monitoring, and operational execution. Empirical evaluation (n = 9; 14 weeks) yielded SUS scores of 76.8–82.1/100, a 76% reduction in data entry error rates, and a 78% stakeholder engagement rate, providing initial support for the framework’s practical effectiveness.