Innovation Frontrunner of the Month: Henrik Hemmingsson, SJ

Innovation Frontrunner of the Month?is an initiative by NoA Consulting, where we ask some of the most progressive Nordic business innovation leaders about their view on key success factors, pitfalls and what inspires them in their innovation endeavours. This month we put the spotlight on?Henrik Hemmingsson, Product and Concept Manager at SJ.

Could you give us an example of an innovation that you are proud of?

Over the years, we have experimented quite a bit with new technologies in what we call?SJ Labs. These experiments have included?chip implants under the skin?that function as tickets and?self-driving vehicles?that pick up passengers from their homes. We have also explored more straightforward digital solutions, some of which we have implemented. For instance, our app allows you to see exactly where on the platform you should stand.?

A concept I appreciate, which is often necessary in larger organizations, is the role of a?“mellanrumsledare” (bridging leader). This person identifies challenges, finds ambassadors, collects ideas, involves stakeholders, and ensures implementation within the organization.

Currently, we are making historically significant investments in new regional and long-distance trains, totaling?19 billion. Purchasing new trains involves more conceptual and innovative work than one might think. We have designed and developed our own?world-unique solutions?related to lighting, seats, and dynamic features that allow us to easily adapt the trains to new customer needs.?

I often find it better to use terms other than “innovation,” such as?customer-driven product and business development. Sometimes the word of innovation is useful when an organization needs to make significant leaps in development.

Where do you find inspiration for your work?

Meeting our passengers and operational staff is something I do frequently and gives me a lot of energy. I also get inspiration from the world around us. I am curious about what other train operators and airlines are doing, both in the Nordic region, Europe, and beyond. The automotive industry is particularly exciting to follow right now, especially the development in the electric vehicle market and how car manufacturers, gas stations, and other stakeholders within the industry discuss the?future customer experience.

What are three concrete success factors for “winning at innovation” inside an organization??

1. Context matters, of course. I often find it better to use terms other than “innovation,” such as?customer-driven product and business development. Sometimes the word of innovation is useful when an organization needs to make significant leaps in development. It is simply a matter of timing. Innovation work must be adaptable over time. Before the pandemic, there was a strong focus on digital customer experience, but post-pandemic, we shifted our attention more toward hardware—specifically, the train and onboard experience. Our external environment changes rapidly, while the fundamental nature of trains remains constant. Digitalization moves fast forward, but trains evolve slowly. Many people want connectivity, yet others seek something analog and authentic.?How do we address these aspects in parallel?
2. Balancing different perspectives is crucial for success. We often refer to the?Sweet Spot model, which balances customer, business, employee, and external factors with feasibility. This model helps us align with various stakeholders. However, for me, the?customer perspective almost always takes precedence!
3. While specific individuals should have explicit responsibility, the entire organization needs to be involved. Establishing a culture that supports curiosity and provides opportunities to share ideas with managers or other forums is essential. This culture enables us to test on a small scale, quickly moving from hypothesis to prototype.?We call it?“Always in beta.”

Innovation efforts?can become overly reliant on passionate individuals. When he/she quits, significant portions of the work can go down the drain.

What are the most common pitfalls in innovation work?

• Sometimes, a central “innovation center” may be needed to kickstart an innovative culture, create structure, and garner internal attention and focus on the issue. However, over time, more parts of the organization need to be engaged, and many individuals need to act as?“innovators”. A concept I appreciate, which is often necessary in larger organizations, is the role of a?“mellanrumsledare” (bridging leader). This person identifies challenges, finds ambassadors, collects ideas, involves stakeholders, and ensures implementation within the organization.?I often act as a bridging leader.
• Innovation efforts?can become overly reliant on passionate individuals. When he/she quits, significant portions of the work can go down the drain.
• When?leadership is disinterested?in the future and primarily focused on addressing immediate issues, it can hinder long-term innovation efforts.
• That the real customer can be forgotten in the exploratory work, and you are attempted to take shortcuts. You might think it is too “expensive” to involve the customer.

We need to address challenges both in the present and for the future, ensuring that we do not miss out future travelers and business opportunities.?

When in an innovation journey can external support add value, as you see it??

• Sometimes, external objective assistance is needed to kickstart the process, such as identifying challenges, receiving help with methods, and measuring change.
• Occasionally, we find ourselves?stuck in our development. In such cases, an energy injection can be beneficial!
• Access to specific knowledge and skills in?innovation management, as well as areas like Service Design and User Experience (UX).

What is top of mind in your innovation headspace right now? Anything you can share?

We need to address challenges both in the present and for the future, ensuring that we do not miss out future travelers and business opportunities.?

Additionally, we must find innovative ways to provide proactive travel information so that passengers feel seen, secure, and informed about their SJ journeys, regardless of whether the train is on time or not. Can AI assist us in achieving this goal?

We have actively involved our customers in our development for many years, among other things through SJ Labs. This work was paused during the pandemic. Now, we are exploring how to reignite this effort and engage our travelers in a smart and engaging manner.

Previous Innovation Frontrunners

Therese R?berg, Innovation Manager, Health at Innovation Sk?ne

Paqui Lizana, Head of Technology Strategy, IKEA

Christian Lundén, VP Strategic Growth, Strawberry

Alex Macleod, Design Director Digital Products, Electrolux

Henrik Jacobson, Head of Business Development, Max

Ariella Rotstein Gille, Co-lead, ICAx

Claus Berthou Madsen, VP Prototyping, Telia Company

Dear reader, do you have suggestions for other Nordic innovation professionals we should pay attention to? Nominate in the comments field or reach out to Petter Hanberger

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