Mikael Eriksson Björling

Things that matters! About digital transformation, design, culture and lifestyle in the Networked Society

5 key steps to creating an innovation mindset


If innovation is about developing something new that impacts the market and creates value for users – what is required to make that happen?

Innovation is a question of mindset, and creating that mindset precedes everything else. In my opinion, it’s the innovation mindset that overrides the aspects of human nature that are often holding back innovation in large organizations.

So, how do we create an innovation mindset?

1. Be open to change

To be open to change means to admit and embrace the notion that the world is in constant transformation and all areas of society are challenged by this change. It also means to be aware of where this transforming world is heading and to curiously keep track of change and new phenomena. Finally, it also means that you have to constantly keep analyzing what the transformation means and what the possible consequences of the transformation will be for your business.

Change is a tricky thing – we all have to deal with it and organizations are no different. Accepting the fact that technological transformation is about to impact your business is usually very hard for established organizations.

Let’s apply a light version of the Kübler-Ross Change Curve to this:kubler-ross-change-curve-768x401

Denial is a common reaction to new technology and new market forces that can potentially overthrow an organization’s incumbent business.

‘We’ve been doing what we do for many years: it has proven successful and if we just continue to deliver on our quality we will be back on track again. The newcomer does not even have a working business model and are financed by venture capital.’

Defense is the next stage in the Change Curve: a kind of anger or aggressive energy to defend one’s current business model. A prime example of this can be seen in the music industry when MP3 and streaming came along as new technologies, and established organizations tried to change laws and prosecute against their customers.

The next stage is depression, where an organization will begin lamenting the state of affairs. Only after this depression stage are they ready to accept the new market paradigm and start working towards managing and adapting to it.

In today’s fast-moving markets there is little time to dwell in the different stages of the Change Curve, as competitors and new market entrants are pushing forward while you’re in the first three stages. To be innovative, established businesses must learn to shortcut the Change Curve and go directly from shock (pre-denial) to acceptance, without dropping into any of the stages in between.

2. Embrace creativity

The other aspect of an innovative mindset is to truly embrace creativity. An innovator’s attitude is that creativity is the solution to problems, rather than a traditional scientific method. This argument is predominant among many of those who have successfully practiced innovation in the realm of daily business activities. The innovation-as-art perspective in business stems – to a large extent – from the concept of design thinking.

But importantly, to equate innovation with art doesn’t rule out the necessity of structure, processes and methodology for innovation. All these are required also when practicing the art of innovation. However, the innovation-as-art perspective stresses that the starting point for innovation is creativity, rather than implementation of management processes and organizational structures for innovation. Which, in turn, requires a certain kind of culture and organization that enables creativity. In this area, we see many digital companies positioning themselves. For example, Valve Software, who stress their flat organization and the freedom – and every employees responsibility – to be creative in everyday work in their company handbook.

3. Think big

Today, most academic researchers and experts on innovation agree that innovation is about more than just incremental improvements to existing products or product extensions.

This leads to the point that innovation requires an ability and the courage to think bigger and beyond the current norms and truths in the market. Innovation is about stretching one’s thoughts out of everyday ordinary thinking and analysis.

We’d argue that big thinking and innovation is a combination of analytical skills, entrepreneurial spirit and the ability to fantasize. Few individuals are blessed with all these capabilities, but a group of people – and certainly organizations – are well equipped to accommodate these capabilities under the same roof. This is also one of the reasons why a diverse organizational culture has emerged as a key prerequisite for innovation: diverse groups that combine skills and capabilities can accomplish big thinking more easily than homogenous groups that are likely to reproduce versions of similar thinking over and over again.

4. Show courage

Innovation doesn’t happen unless organizations and the innovators within them have the courage to constantly rethink how things can be done. It takes courage not to conform to widespread beliefs and popular “truths” in big organizations. It takes courage to challenge proven strategies and successful products and services before they go into decline. It takes courage to question management and colleagues for doing things the way they have always done. It takes courage to constantly problematize and be that one person who always goes against the grain and tries to think about things from a different angle. It takes courage to be vulnerable rather than playing it safe according to established business practice. It takes courage to venture into the new and uncertain, risking failure.

But all of the above is necessary to push innovation forward and to create an innovative climate in organizations. Because when has anything new ever happened unless someone dared to take that step into the uncertainty of the unknown? When I think about the courage needed to take that first step I always think about the guy that started a dance party at Sasquatch music festival. That is exactly how things can work in an organization as well.

5. Think and act fast

Innovation within an organization must be a fast-moving process to keep up with the change going on outside of the organization.

Twentieth century innovation was often a slow process, with long lead times from idea to concept, and concept to market. A lot of time usually went into extensive R&D. In the automotive industry, for example, the timeframe to invent, design and launch a new car model has been around eight years. But today, eight years is an eon in an automotive market that is transforming year by year. Potentially disruptive business models for auto manufacturing like Local Motors have proved that a new car can be dreamed up and launched in the market in 12 to 18 months, and with advanced 3D printing technologies and VR-aided design and manufacturing, that timeframe can probably be cut even shorter in the years to come.

To sum all of this up succinctly, there are five main ingredients to an innovation mindset. We need to be open to change, have a bias towards to creativity, an ability to think big, unrelenting courage to challenge the norm, and be characterized by speed of thought and action.

An organization with the desire to be innovative must think fast and apply a fast-paced innovation process with an efficient go-to-market roadmap. In this context, it’s also critical to adhere to the notion of “failing fast”, as new ideas and concepts have to be tested out quickly and be shut down just as quickly if they don’t fly. In this way, the organization can move resources to the next concept instead of getting stuck in a dead-end innovation project, because after all, the world’s next “big idea” is just around the corner.

Want to know more about how Ericsson works with an innovation mindset? Discover how real-time connectivity is fundamentally changing the way we innovate, collaborate, produce, govern and live sustainably.

For more Big Idea blog post visit:


Why is innovation the buzzword right now?


What exactly is innovation? And how does it work in the business transformation context within ICT?

At Ericsson, we have talked about the fundamental digital transformation that is taking place across our entire society for many years, with particular focus on the new opportunities and challenges it brings.

This shift has matured recently: new businesses move from startup buzz to industry disruptor at lightning speed. Just take a look at the great impact on traditional businesses that companies such as Airbnb and Uber have had in their industries. This will only accelerate as more and more intelligence moves up in the cloud.

Just a short while ago, digital transformation was only on the agenda of the larger tech players. Now, it’s on everyone’s agenda. Businesses and organizations of all sizes in every industry understand that digital transformation is also affecting them and the way they do business both now and into the future. They are all aware that in this new world there might be a garage startup, either around the corner or on the other side of the globe, with ideas that will disrupt their current market by offering radically different propositions.

So, when there is awareness, what should traditional businesses and organizations do? Let’s begin by answering the questions I asked in the beginning of this post.

There are four different drivers in our innovation model, which you can see in the figure below:innovation-model-768x332

  • ‘Outside Drive’ (at the top) are areas outside of a company’s control. This could be changed laws or regulations, shifting consumer behaviors, or new disruptive technologies such as AI, VR or 5G.
  • ‘Inside Control’ (at the bottom) are areas a company can control, such as definition of their core business, consolidation, scale gain opportunities or maturing technology.
  • The left side of the model is evolution from where the business is today, to the right which is disruption.

To secure a good position in the future market of your business, you must be aware of what is happening in your broader industry related to the fields in the model. If we plot where innovation is happening, we can see that traditional businesses focus naturally on the left side of the model in value chain effectiveness and efficiency, while we often find the digital giants and startups on the right side of the model.

The lower left corner of the model is about using new technologies to innovate for better performance of current offerings. If we take the example of a car manufacturer, this could be using ICT to automate the flow and construction of cars in the factory. Basically: do what you do more efficiently than the competition. ict-cityview-768x440The upper left corner is about using ICT to innovate value chain efficiency and improve offerings to the current market. In the car industry, this is typically a connected car. Today’s connected cars are sold as any other car, but they make use of the connectivity to improve the offerings toward the car buyer. This could be to offer safety features like calling 112 automatically if an accident happens, or having built-in connected features like ‘find where I parked my car’.

Read the rest of this blog post at Ericsson Big Idea Blog

OCRWC – VM i hinderbanelöpning!

Blue Mountain Village. Photo by: Jeff S. PhotoArt at
Nu är det mindre än en vecka kvar till starten på OCRWC, Obstacle Cource Racing World Championship 2017 i Blue Mountain, Ontario Kanada. OCR, eller som det hette när jag var liten hinderbana. Det har funnits ganska få möjligheter att träna och springa hinderbana utanför det militära fram tills för några år sedan då både antal OCR lopp och träningsanläggningar poppat upp som svampar i skogen. Själv minns jag första gången jag prövade stridshinderbanan på Ränneslätt. Jag var 10 år gammal och familjen hade åkt de 6 milen till Eksjö garnisons övningsfält för att jag skulle kunna testa hinderbanan.

Här är några bilder från i våras. Till vänster springande med en stock på axlarna under Ultimate OCR och till höger precis kvalat in till VM under Toughest i Stockholm/Lida.


Fotografi av: Ultimate OCR och Toughest



OCRVM som börjar på fredag nästa vecka är det fjärde i ordningen i denna snabbväxande sport. Det sägs vara en av världens snabbast växande sporter. Jag hittar ingen officiell statistik på det men helt klart har antalet lopp och deltagare ökat enormt mycket de senaste åren. Själv tycker jag OCR är den ultimata kombinationen kondition, smidighet och funktionell styrka. Enkel i sin grundidé och stor i upplevelsen. Terränglöpning i härlig natur, utmanade hinder och bra människor!


Detta blir mitt första VM och jag springer 15km loppet på lördag 14/10 med starttid 12:15 lokal kanadensisk tid, vilket blir 18:15 svensk tid. Perfekt tid för lördagsmys med hinderbanelöpning! Surfa in på OCRWCs facebooksida och följ livesändningarna eller titta på deras instagramkonto.

De tre föregående åren har det sett ut såhär med deltagandet.

2014 var det 573 deltagare, 154 kvinnor och 419 herrar. Av dessa var det 17 svenska atleter. 251 tävlande klarade banan utan straff, 21 av de 154 kvinnorna och 230 av de 419 herrarna. Platsen för VM var King’s Domain, Ohio, USA,

2015 var det 1359 som gick över mållinjen på 15km banan. 742 gjorde det utan tidsstraff. Av de som startade var det 395 damer och 964 herrar.  Platsen för VM var King’s Domain, Ohio, USA.

2016 flyttade VM till Blue Mountain, Ontario, Kanada och antal deltagare var 2144. 1482 herrar och 662 damer kom över mållinjen. Av de som kom i mål gjorde 1244 detta utan straff. Jag hittar ingen siffra på hur många svenska atleter som startade förra året men skulle jag gissa var det säkert 50+. Någon som vet?

2017 går VM åter igen i Blue Mountain, Ontario Kanada, en skidort två timmar väster om Toronto.

Världsmästare på standardbanan (ca 15 km och ca 60 hinder) 2014, 2015 och 2016 är multisportande britten Jonathan Albon och det ska bli intressant att se om han även i år åker hem med en guldmedalj runt halsen.

För mer information om OCRWC och möjlighet till att följa live-sändningarna på

Vill du veta mer om OCR, träning etc. surfa in på Andreas Tjärnbergs eller lyssna på den eminenta OCR Podden

Allt om terränglöpning finns på och letar du lopp att springa finns de flesta listade i löparkalendern,se

Converging Technology – Diverging Families

ESOMAR10 Year ago, we (Fredrik Öhrfelt, Mikael E Björling, Erik Kruse) submitted a paper “Converging Technology – Diverging Families” to ESOMAR. The paper was nominated to the ESOMAR award ”best research paper of the year”. The research we did 2006 was about technology usage in middleclass families in US, Sweden, and Spain. Well, is an understatement a lot of water has passed the bridge since this research was performed. This was pre- iPhone and Mobile Broadband, but interestingly many questions related to children’s usage is still the same today.

2006 not everything was published online, therefore I publish this paper again as it looked when it was printed in Resarch World.

Converging Technology – Diverging families (OhrfeltBjorlingKruse)


Design from the dot com era

I developed this IP telephony concept during the autumn 2000 for Ericsson Business Corporation. The work included doing the interaction design, graphical design, prototype development and usability testing. This was three years before the first version of Skype was launched 2003. The sound quality in the application was incredible good at the time. This at a time when most people used dialup modem to access internet and hardly anyone used a wireless access. Laptops was rare, and about 90+ % of the population in the developed world still had fixed line phones at home. In Sweden at that time about 40% of the population used internet at work at least on a weekly basis.


Mobile phone interface design from year 2000-2001


These design sketches are from about year 2000. Mobile phone screens still had black and green screens and this is seven years before the first Apple iPhone was launched. I still have my R380 in a box together with most other phones I have used.

I did these screen designs in a project where we wanted to update the Ericsson R380 phone interface to improve the user experience. This was one of the most advanced phones on the market, combining a mobile phone and a personal assistant.

default_closed  default_open
default screen portrait and landscape mode

phoneBook_closed  phoneBook_open
Contact screen portrait and landscape mode

Users could still not install their own applications on mobile phones. 2001 we wanted to add a navigation software called Personal Navigation Tool for which I designed the interaction design and the screen design. Below you can see the flow chart of the interaction design and some of the final screen designs for the navigation application.





Systemet och miljön

Wind, en prisbelönt kortfilm om hur levande system påverkas av sin miljö och hur det måste ändras när miljön ändras. Arbetslivet (ett levande system) påverkas i högsta grad av sin miljö (samhällsstruktur, marknad, ekonomi, etc.) Detta är en utmaning för de flesta när vi nu lämnar industrialismens miljö till det uppkopplade samhällets miljö.

Mer animeringar av Robert Loebel hittar ni på


Vem äger bilden av dig?

compyManEfter att ha följt nyhetsrapporteringen veckan som gått efter terrorattacken på Drottninggatan är intrycket att de flesta skötte sig utmärkt, gjorde sitt jobb och handlade rådigt. Detta gäller både allmänhet, räddningstjänst, polis och press. Med det är också något allvarligt fel när bilder på en sargad 11-årings kropp delas och sprids på internet.

Vi har läst om det många gånger förr. Det finns människor som väljer att fotografera, sända live eller bara stå i vägen vid olyckshändelser och nu pratar vi inte om yrkesfotografer eller journalister. I många lägen har bilder hjälp till att avslöja brott och fått oss att förstå en händelse och då det verkligen funnits anledning till publicering av bilder som kan vara stötande. Bilden är ett fantastiskt redskap! Men det finns ett par aspekter som stör nu när alla blivit fotografer.

  • De som väljer att hävda sin rätt att fotografera eller filma olyckor och andra människor i svårigheter och tycker detta är viktigare än att släppa fram räddningstjänst till olycksplatsen eller sedan låta dem jobba ostört
  • De som tagit bilder och sedan känner att de måste dela dem för att tillfredsställa sitt eget behov av snabbt socker (likes, spridning och snabb bekräftelse) utan att tänka dig för. Det är inte troligt att de skulle vilja se sin egen sargade kropp spridas på internet eller att någon står och filmar dem när de får första hjälpen av sjukvårdspersonal i en dikeskant. Vem ger dem rätten till detta? Nu har ingen i min familj som tur är nåtts av bilderna på 11-åringen som dödades i terrorattacken på Drottninggatan och det är jag tacksam för. Men jag lider med familjens fruktansvärda dubbla öde.

Detta leder till ett antal frågor. Vem äger bilden av en annan människa och var går den moraliska gränsen för att lämna ut människor som befinner sig i en svår situation? I tidningar och teve finns det professionella bedömare ifall något bör publiceras eller inte. Men vilka krav bör vi ställa på allmänheten och vilket ansvar har delningsplattformarna?

Tittar man på vad som gäller för fotografering på allmän plats så finns det närmast ohämmat skydd för fotografen och dennes bilder men inget skydd för den fotograferade. Man får fotografera människor oavsett om det är kränkande eller inte för denne och man behöver inget tillstånd. Det är i princip bara skyddsobjekt som är skyddade mot fotografering. har en bra sammanställning vad som gäller för fotografer. Bilderna som fotografen skapar skyddas givetvis av upphovsrätten och det är bara i reklamsammanhang man behöver den fotograferade personens tillstånd att få använda bilden.

Men det är kanske dags att se över detta om det inte blir skärpning i ledet!

  • Polis och räddningstjänst bör ha rätt att komma fram till olycksplatsen utan att bli hindrade av människor som vill sända live, ta bilder till sitt Instagram eller tjäna ett par tusenlappar genom försäljning.
  • Räddningstjänst måste kunna jobba ostört på platsen.
  • Människor som blir drabbade av olycka eller brott borde ha rätten att behålla bilden av sig själv och inte lämnas ut i sociala medier eller tidningar för den delen utan sitt medgivande.
  • Likaså bör vi vara skyldiga att hjälpa till eller ingripa när vi blir vittne till brott eller olycka (ibland kan det vara att använda kameran).

Vi kan också fundera över upphovsrätten som idag skyddar bilden fotografen tar. Läser man om den på Wikipedia står det ” Upphovsrätt bygger på idén att den person som har skapat ett verk av en viss verkshöjd också ska ha ensamrätt att bestämma hur detta verk får användas.” är inte det exakt var en människa är, ett unikt verk skapat av andra människor.

Glad Påsk på er!

Social businesses prefer impact to profit


How does it work to have positive impact as the main outcome of a business and not profit? While conventional for-profit businesses have maximizing profit at the core of their business models, social businesses see profits as a tool rather than an end. Stable revenue is only a part of a much larger picture to achieve social impact.businessmodel-768x319

Social businesses use the same three-dimensional model as conventional, for-profit businesses:

  1. The value proposition defines what type of value the business is offering on the market
  2. The revenue model defines how the business is making revenue from its value proposition.
  3. The network relations define the different market actors that a business has relationships with

These three components build what social business call the ‘Financial Sustainability Model’. However, this is only one of three important components in the business model. The other two are ‘Social Impact Model’ and the ‘Community Engagement’.

The Social Impact proposition explains the intent and mission of the business. To exemplify, SiembraViva in Medellín, Colombia, offers convenience and conscious consumption to urban dwellers yet the social proposition is to empower local farmers and increase ecological produce.

The Community Engagement: This is an imperative element to the social impact proposition and financial sustainability model. Community engagement roots the social business, ensuring the social impact proposition is relevant and that the financial sustainability model has an arena on which to act. socialbusinemodel-768x202 Read more about this topic at Ericsson Networked Society site

Related: The Social Business Era: Creating Impact and Influencing Change

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