After the smartphone and beyond
If I may wish for anything, it is that more of us take the opportunity and think about the future with AI. Take the opportunity to discuss with your colleagues and friends. Dare to ask questions about what happens next - after the smartphone and beyond.Read the chronicle by Rebecka Cedering Ångström
In adversity there are opportunities for development
In 1996, Sweden took a real step within information technology with a home PC and large investments in broadband. Around 2007 the smart phones came and accelerated the development of digital services and business models. 2020 was the year when our meetings and meeting places went digital and we learned that teleworking could function really well.Read the chronicle by Christer Gerdtman
Adaptation with continued focus
Internationalization with great potential
Since the end of World War II, the United States has developed a successful ecosystem of partnership between business and government. Extensive federal R&D efforts have led to breakthroughs such as the Internet and GPS technology, which in turn form the basis of leading US tech companies and platforms. Most of these companies conduct most of their development from Silicon Valley, where they, together with universities such as Stanford and UC Berkeley, have played an important role in the region's development.Read the chronicle by Henric Johnson
The value chain - opportunities and obstacles for innovation
During the pandemic, we have seen great flexibility in production. Industrial companies have switched focus to be able to produce protective equipment when the usual products are not in demand or deliveries fail. In the same way that during the holidays we are more flexible in taking on tasks and responsibilities that we otherwise shy away from or do not feel qualified for, we can during a crisis raise our gaze and adjust - not just because we have to, but because we want to.
This flexibility in what we do, how we do it, and who does what is central to innovation and development. But if we look at something that has been on the industry's agenda in recent years - technology development and digitalization - what does it look like?Read the chronicle by Petra Edoff
Focus on the internal power of change
A key challenge for small and medium-sized enterprises is to increase the power of innovation and renew the business model with the help of new technology. There are often one or more individuals within their own organization who can drive development and innovation, but it is required that they receive the right support and room for maneuver. At IVA, we are currently looking into how we can support companies' intrapreneurship – namely the internal entrepreneurship.Read the chronicle by Johan Carlstedt
An opportunity to increase the pressure
Swedish industry is globally competitive and known for high competence, innovation capacity and a collaborative climate. For a small, export-dependent country, it is crucial to take a seat and lead technological development. But when we are hit by a crisis, the natural reaction is to slow down - to focus on core business and pause development and cooperation.
The corona pandemic has in many ways shown how dependent we are on global value chains and that the systems we have built are unfortunately not very robust. During the spring, I worked for Volvo in the USA. In my workplace, and in the automotive industry in general, the consequences were clear - when the influx of materials stopped, so did production. In this way, the pandemic has benefited, it has exposed weaknesses that allow us to better prepare for the future.Read the chronicle of Jenny Elfsbergs
Hierarchies have no effects on complex processes
Management strategies with associated hierarchies, balanced scorecards and Lean philosophy work well to lead businesses that work with standardized processes, such as manufacturing products. For some time, however, we have seen that the emphasis in value creation is shifting from physical products to behaviors. New companies can create value through shares, likes and unique visitors. At the same time, the traditional businesses are trying to adjust our behavior - for example, the bank does not want customers to come into the office. When we shifted from agriculture and crafts to industry, we needed management and hierarchies, but when we now shift the focus from things to behavior, a different model and a different leadership is required.Read the chronicle by Mats Tyrstrup
Where is the new freezer?
What is the great innovation of our time around food? Fridge and freezer revolutionized the life of my grandmother. She could store food without having to salt, smoke, preserve, cook - a revolution both in terms of saving time and being able to make use of everything. The entire value chain changed, new logistics chains with freezer transport emerged, the grocery stores received refrigerators and freezers, new products and product segments were developed… All product developers and innovators added enormous creativity. Where is today's freezer?Read the chronicle by Marie Gidlund
Important learning for future resilience
Right now, we are in a completely new landscape with enormous strains on individuals as well as societal functions and companies. The industry - the base for the Swedish economy - is going at a slow pace and no one knows how long it will be. At the same time, in the midst of the ongoing crisis, we see an incredible commitment and a strong will to support and help.Read the chronicle