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An AI Strategy for Sweden

Landcsape view of Swedish nature and water

AI is a necessity for solving key societal challenges, staying competitive, and in general preserving and developing a great democratic society with a high quality of life.

The objective of An AI Strategy for Sweden is therefore to develop Sweden’s capabilities to strongly benefit from the potential of AI and solve key societal and business challenges.

Sweden has a tremendous opportunity to solve key societal and business challenges with the use of AI. It requires bold leadership, scaled collaboration across sectors, and dedicated government investments.

Picture of Martin Svensson

Martin Svensson

Managing Director - AI Sweden

Like many other countries, Sweden faces growing grand challenges such as increasing energy demand, demographics, crime, and national security. The consequences of the demographics alone turn the usage of AI and modern technology into a necessity, as the welfare sector otherwise would need 100% of the newly graduated workforce at the same time as there are limits to tax raises. Today’s solutions are simply not the solutions that will build the future of society. 

In the private sector, many companies are seeing rapidly increasing international competition and signs of coming dramatic disruption, often driven by new possibilities enabled by AI. To preserve and strengthen its competitiveness, Sweden should make sure its private sector and not least, large exporting corporations increase their knowledge and investments in AI. 

Countries that early on have invested heavily in AI research and talent through research-focused strategies (e.g Canada) now face a crucial choice to invest beyond research and experimentation to enable adoption or lag behind. While others have to change their strategies, Sweden on the other hand has an opportunity to act fast and implement an adoption-focused strategy from the beginning. A bold strategy focused on generating value and adoption across industry and society would be a driver for collaboration, collective learning, and talent attraction. However, to succeed with such a strategy and compensate for the lack of early investments in AI, Sweden needs to collaborate with leading nations to access expertise and talent. 

Sweden should act now and substantially invest in developing capabilities throughout sectors, throughout society. This Strategy therefore focuses on AI being adopted and generating sustainable value in the private and public sector, as well as across fields of research. 

Further, the Strategy is inspired by the strategies of Canada, USA, UK, Germany, and Singapore. Several representatives for these countries have also been involved in the reference groups giving input and feedback. 

This Strategy has been developed by the management of AI Sweden, the national center for applied AI with the mission to Accelerate the use of AI for the benefit of our society, our competitiveness, and for everyone living in Sweden, with feedback and input from two reference groups (to be disclosed when work completed). 

Executive Summary

Sweden should act now and apply a bold strategy aligned with democratic values, incentivizing substantial investment by companies and organizations and aiming at generating and spreading the benefits across sectors and society.

An AI Strategy for Sweden, therefore, encourages Sweden to recognize the necessity of AI and apply a fully adoption-centric strategy that ensures significant and broad value across sectors, contributes to a prosperous democratic society, strengthens our national security, and enables Sweden to have a positive global impact while navigating potential risks.

The heart of such a strategy should be bold leadership focusing on value, cross-sector collaboration, and collective investments, fueled by international relations and strong frontrunners in both the private and public sectors boldly leading the way.

An AI Strategy for Sweden has been written to guide politicians, business leaders, decision-makers, civil servants, or changemakers with ambition and responsibility to lead and develop Sweden, the Swedish ecosystem, or individual organizations and companies towards a positive future through one of the most transformative times in history.

This first version of An AI Strategy for Sweden is intended to catalyze actions by leaders in national and regional governments, government agencies, corporations, and public organizations.  

It can not be emphasized enough that Sweden’s success in adopting AI requires broad and collective actions from a wide range of companies and organizations. It is not down to the government alone, although the government plays an important role as a key enabler.

This Strategy has been developed by AI Sweden, the national center for applied AI with the mission to Accelerate the use of AI for the benefit of our society, our competitiveness, and everyone living in Sweden, with feedback and input from selected experts in Sweden, Canada, USA and Singapore. The Strategy is also inspired by the strategies of EU, Canada, the USA, the UK, Germany, and Singapore.

Team and Contributors

An AI Strategy for Sweden has been written by the leadership team and other team members at AI Sweden led by Martin Svensson, Managing Director, and Mikael Ljungblom, Director of Public Policy and International Relations

The following contributors have given input and feedback in their individual capacity. Their current professional roles are listed for reference only.

Elissa Strome
Executive Director, Pan-Canadian AI Strategy at CIFAR
José-Marie Griffiths
President at Dakota State University and one of the commissioners in the National Security Commission on Artificial Intelligence
Laurence Liew
Director, AI Innovation at AI Singapore
Birgitta Bergvall-Kåreborn
Vice-Chancellor (Rector) at Luleå University of Technology
Christian Hedelin
Chief Strategy Officer, SAAB
Darja Isaksson
Director General of Vinnova, the Swedish Innovation Agency
Markus Lingman
Chief Strategy Officer, board of Halland hospital group
Mikael Sjöberg
Secretary General, the Swedish Confederation of Professional Employees
Peder Blomgren
VP and Head of Data Office, R&D at AstraZeneca and Chairperson in AI Sweden

Many others have contributed with inspiration and perspectives.

PART 1

Vision - a desired future state

A future Swedish society making the most of the potential of AI should draw on existing strengths centered around democracy, social stability, a highly developed welfare state, high levels of equality, and a business environment that fosters innovation and entrepreneurship.

Based on who we are as a country, our values, and our strengths, the future Sweden seizes the opportunity of AI to solve key societal and business challenges for the benefit of a prosperous society characterized by democratic values and high quality of life. This is powered by a robust, highly attractive, and ambitious Swedish AI ecosystem that has a positive global impact on people and the planet.

An illustration of the AI Ecosystem in shades of blue dots connected by grey lines

In a desired future state Sweden should constitute a robust and highly attractive Swedish AI ecosystem enabling organizations to use AI for solving key societal and business challenges while contributing to a positive impact on our planet and people globally.

We believe that such an ecosystem will have the ambition and capabilities to substantially contribute to a great democratic society with a high quality of life, and societal and business solutions valuable to many other countries.

PART 2

Fundamental standpoints and perspectives

Developing this strategy, we have identified the following fundamental standpoints and perspectives, which we believe must be recognized by any decision-maker or organization for whom this strategy is relevant. 

These standpoints and perspectives also directly guide the Key principles below. We have high confidence in the relevance and importance of these standpoints and perspectives but are aware that they may not represent a complete and deep analysis of the current view.

Competitiveness

The international private sector constantly expands its lead

Speed

The extreme pace of development must be recognized and acted upon

Availability

General AI technology is widely available, while data is often proprietary

Leadership

Broad AI adoption requires bold leadership

Skills & Talent

The demand for AI skills is growing

Collaboration

AI has unique properties requiring collaboration in ecosystems

Competitiveness - The international private sector constantly expands its lead

The last years have clearly shown that the use of AI at scale and profound breakthroughs happen in the private sector, not least in the USA. Companies with access to relevant data, resources, leadership, and talent constantly increase their lead through a positive reinforcement loop of attracting more talent, generating more value, increasing investments, attracting more talent, and so forth.

The trend is clear, organizations and companies that understand AI the best, also increase their investments the most. As a consequence, the gap between the best and laggards continues to widen. As the value and potency of AI typically scale exponentially, the importance of not falling behind cannot be emphasized enough.

To stay relevant, Sweden as a nation, and Swedish companies and organizations, should engage and learn from the best on all levels.

Reference: Hai AI Index report 2023

Speed - The extreme pace of development must be recognized and acted upon

The speed at which AI is being developed is unprecedented, recently demonstrated by generative AI (on language, images, and video). New services have reached hundreds of millions of users and started to change knowledge work in an exceptionally short period of time.

This pace of change can be expected to continue and force companies and organizations to change. The pace of development in the private sector, where there is access to real-world data and significant resources, also challenges academic research on AI methodologies and technology to stay relevant.

To stay adaptive and maximize Sweden’s and the Swedish ecosystem’s need a lift to a higher level. This means that new ways of working, new incentives, new funding processes, and new ways of collaborating should be identified and deployed.

As noted in the introduction, even countries that have invested in AI research and talent through research-focused strategies early on(e.g. Canada) now face a crucial choice to invest beyond research and experimentation to enable adoption or lag behind.

Availability - General AI technology is widely available, while data is often proprietary

Mature and powerful AI technologies are already today freely available or accessible as ready-to-be-used services. Although generative AI is used to substantially improve the quality and productivity across organizations and processes, the potential value of available technology is far from fully realized.

While AI technology is typically openly available, data held by companies and organizations is often proprietary and constitutes untapped value and opportunity for strengthened competitiveness and societal solutions. Hence, a strategy aiming at accelerating the use of AI broadly should prioritize investments driving adoption and value-creation based on such proprietary data.

In academia and research institutes, there is also an untapped potential for adopting existing AI technologies and accelerating and enhancing research in various fields (e.g. medicine, biology, materials, etc).

As the adoption of AI happens broadly, research related to the consequences on society becomes increasingly important. Such research could include research on the economic potential, societal value, consequences on the labor market, and the safety of AI systems.

Leadership - Broad AI adoption requires bold leadership

Determined and knowledgeable leadership understanding the potential value and risks of AI, setting direction, and making concrete investments is critical for any nation, organization, or company that wants to broadly benefit from the opportunities of AI. Lack of leadership leads to missed opportunities and increased risks of AI being used in ways not aligned with responsible AI principles, not beneficial for society, or misaligned with other objectives.  

Further, the competence of an organization will determine how well and sustainably AI solutions will be built and deployed. Leaders understanding the potential of AI therefore immediately and forcefully strive to increase knowledge level and competence broadly among its leaders and workforce in a purposeful way on a strategic, tactical, and operational level.

Lastly, investing in capabilities and competence is essential but not enough. Without a shift in mindset, those investments will not render expected returns, what took us here is not what will lead us into the future. Leaders need to have an ambidextrous approach, both working strategically and visionary to take the nation and organization on a long-term journey while simultaneously creating value and solving problems using currently available AI solutions. This needs to be communicated and embodied by executive leaders and decision-makers.

Skills & Talent - The demand for AI skills is growing

The demand for AI skills & talent is growing, and a highly skilled workforce is a critical long-term need of any AI ecosystem. Frontrunner nations, regions, and companies have for many years made, and continue to make, significant efforts to attract, develop and train talent to build and use AI.  

The issue of skills & talent in an ecosystem is enormous, and includes education of future workforce on many levels, training of existing workforce (re-/upskilling), attracting and retaining talent to the field of AI, and attracting international talent to Sweden. The responsibilities for the various aspects are highly distributed which needs to be considered when setting a strategy for how to address the needs.  

It’s equally important to not only focus on technical skills and talent to drive AI adoption and initiatives. AI is a cross-disciplinary field requiring skills as well in change management, interaction design, legal, business models, communication, innovation management, and many more context-dependent skills.

Collaboration - AI has unique properties requiring collaboration in ecosystems

Unlike many technologies, the deployment and adoption of AI technology and solutions come with value creation and synergies across all sectors of society. Moreover, very few organizations/companies, or even nations, can build enough capability and competence themselves. Extensive collaboration is therefore essential and Sweden should recognize the need to invest in the building of AI ecosystems by facilitating and incentivizing collaboration.

For Sweden especially, with the high decentralization of the public sector (e.g. 21 regions, 290 municipalities, 350+ government agencies), collaboration becomes even more important as very few organizations individually are capable of building and managing necessary infrastructure, data, and solutions. To really scale the benefits of AI across both organizations and the country, significant activities and investments compensation for the decentralization must be put in place.

Nästa
Föregående

“The research community, industry, and Government play important, interconnected roles to enable the development and deployment of AI solutions. It is critical for Singapore to enhance partnerships across these stakeholders to strengthen our collective capabilities and drive our overall national AI effort.”

From: Singapore's AI Strategy

With new opportunities, risks, and threats to prosperity and security at stake, the promise and peril associated with this foundational technology are too vast for any single actor to manage alone. As a result, cooperation is inherently needed to equally mitigate international security risks, as well as to capitalize on the technology’s potential to transform enterprise functions, mission support, and operations.

From: An Artificial Intelligence Strategy for NATO

More reading and background

When developing an AI strategy, Sweden has some comparative advantages and disadvantages worth considering. 

Relative to its size, Sweden has both many diverse exporting enterprises as well as a rich startup community, which should mean that many companies are exposed to competitive markets and need to be early adopters.

Sweden also ranks high on innovation and potential benefits of AI, has internationally recognized quality management, and has a history of successfully managing change both within organizations and for society at large. The culture of early delegation with a lack of management involvement can on the other side lead to slow AI adoption and poor prioritization.

The public sector is well organized and holds exceptionally valuable data, but is also highly decentralized with many small organizations facing difficulties in establishing relevant leadership, attracting relevant competence and investing according to the opportunities. Several other sectors are also lagging for similar reasons, not least the vast number of SMEs:s.

The education system is divided between humanities and science. The transformation initiated by AI implies the need for more workers skilled in several fields. Sweden has few programs overlapping disciplines and there are few indications that this will change during the coming years.

Like many other EU nations, Sweden has focused on regulations rather than the combination of implementation and regulation. The latter is more common in North America and Asia which means these continents also learn about disadvantages and the need for relevant regulations.

Early 2024 the Swedish AI ecosystem is well prepared and Sweden stands a good chance to benefit from AI. The Swedish private sector is highly diverse, has a strong track record of being innovative, and includes several significant frontrunners. The interest in AI and the collaborative spirit in the public sector are quickly growing and good examples of valuable solutions are being deployed. The combination of WASP’s investment in academic research and talent, and AI Sweden's dedicated effort to driving adoption across sectors, is from what we can see a unique strength that few countries can match.

However, larger investments in Sweden are necessary. Research and development (R&D) is a key driver of digital innovation, and according to OECD Going Digital, R&D expenditure in information industries in Sweden is a lagging indicator.

While the Swedish Innovation Agency, Vinnova, is making important resources available, It is notable that the Swedish Government has not made any new dedicated investments in AI during the last six years, in stark contrast to other leading countries such as Canada, Singapore, the UK, France, and Germany.

For reference, one of the most relevant countries for Sweden to collaborate with, is Canada where between 2022 and 2023, $2.57 billion was invested in AI research in the country, as total AI investment reached $8.64 billion. Read more here.

Read further on the top 10 Countries Leading in AI Research & Technology in 2023 

According to the Global AI Index Sweden ranks as number 17 in total, and as follows in the seven categories:

Talent - 15 
Infrastructure - 21 
Operating Environment - 2
Research - 13
Development - 17
Government Strategy - 44
Commercial - 16  

What clearly stands out is the lack of Government Strategy.

PART 3

Key principles - the core strategy & mindset

As set out in the Executive summary, An AI Strategy for Sweden encourages Sweden to recognize the necessity of AI and apply a fully adoption-centric strategy that ensures significant and broad value across sectors, contributes to a prosperous democratic society, strengthens our national security, and enables Sweden to have a positive global impact while navigating potential risks.

The heart of this adoption-centric strategy should be bold leadership focusing on value-creation, cross-sector collaboration, and collective investments, fueled by international relations and strong frontrunners in both the private and public sectors boldly leading the way.

The Key Principles constitute the core of this strategy and should serve as a mindset that permeates, guides, and aligns actions, investments, and initiatives associated with this strategy. 

If all relevant actions or investments were based and mapped against these principles we believe Sweden would quickly see positive effects and over time maximize the long-term impact throughout the ecosystem. 

As an example, an AI commission at the government level should collaborate with the best international peers, be structured across ministries, attract some of the best talent for the assignment, and catalyze investments and actions according to all Key principles.

An illustration of how the key principles ties together

Enable the best to perform even better and incentivize them to share generously 

By identifying and recognizing forerunners, i.e. companies and organizations investing and demonstrating real value by AI, Sweden would quickly reinforce a pay-it-forward culture encouraging responsibility, change, investments, and collaboration. 

Ambitious forerunners also exist in both private and public sectors in Sweden. These companies and organizations should be enabled and incentivized to move even faster and generate more value given that they share generously with others in the ecosystem.

Engage and learn from the best nations and international organizations

Given the pace of development internationally and that many of the objectives are best managed on an international level, Sweden should actively seek partnerships with like-minded countries, companies, research institutes, non-profit organizations, think tanks, and individuals, especially where there is a ground for mutual learning and development. 

International collaboration should preferably be focused and result in a high density of interactions with selected ecosystems. 

In parallel, Sweden must make it easier for international talent to stay, study, work, live, and remain in Sweden, as well as incentivize and enable the private and public sectors to recruit talent internationally.  

Substantially increase the knowledge level and competence everywhere in the ecosystem 

A higher level of knowledge leads to better insights and understanding of what investments, actions, and competence are needed, and as a key principle leaders throughout society should strive to increase the knowledge level and add competence (knowledgeable talent and workforce) in their respective organization, whether that is within government, private companies, public organizations, ministries, government agencies or academia. 

Further, all initiatives quickly increasing the overall competence in the ecosystem should be incentivized and prioritized. More competence is necessary at all levels of education and in all professional roles relevant to AI adoption (not least leaders, change makers, legal experts, AI practitioners, and domain experts). 

Invest in strategic resources that can be shared with many 

Incentives and funding for the development of strategic and important resources for sovereignty, independence, and scaled adoption (such as national computational infrastructure, Swedish large language models, methods for how to build decentralized systems, AI adoption tools for leaders, etc) should be built in broad collaborations and made available as widely as possible. 

AI Sweden (among others) has demonstrated that the willingness among international and Swedish companies and organizations to jointly invest in knowledge and strategic resources enabling the adoption of AI is significant. When structured on a truly collaborative basis and with strong sharing mechanisms (such as My AI), the return on investment can be significant. 

Ensure responsible use and good governance

By building on the Swedish values centered around democracy, inclusion, transparency, and diversity, Sweden has the opportunity to scale and govern the use of AI in a responsible way. AI systems should be designed, operated, and governed in a manner that respects laws, human rights, values, and cultural diversity. This includes mitigating risks such as bias and discrimination, as well as risks related to security and safety.

As a principle, responsible use of AI should be approached and ensured by active experimentation and exploration while developing AI solutions in practice, and by fully recognizing the need for diversity and inclusion of stakeholders, domain experts, end users, and AI developers in all parts of the process.

Moreover, leaders in any organization should ensure that employees have access to, and proficiency, available modern tools independent of for example their age, native language, disabilities, educational background, or where they live in Sweden. Related to AI, this extends to providing prerequisites for everyone to use AI responsibly and minimize the risks that groups of people are left behind.

Responsible use of AI also means that we have a responsibility to use AI where appropriate and to address our time’s most pressing global challenges.

Build an ecosystem and scale collaboration across sectors

To foster and drive collaboration, Sweden should scale initiatives that build the ecosystem and facilitate collaboration. This should include a strong ambition to compensate for the high decentralization of the public sector through investments in collaboration and sharing, both between several public organizations and between public and private organizations. 

Facilitation of collaboration should include incentives for consortiums to build joint advanced solutions, structures, and regulations enabling access to real-world data and in general build on mechanisms that allow fast pace and adaptivity. 
 
Sweden should also consider investing in one or two “moonshots”, e.g. large-scale initiatives where many actors come together to solve a grand challenge.

Want to better understand the Key principles?

The whole idea of this version of An AI Strategy for Sweden is to catalyze actions by leaders in many of the relevant organizations and companies it concerns, from not least national and regional governments, political parties, government agencies, public organizations, and corporations.  

Please reach out to AI Sweden to learn more and discuss how the strategy can guide your organization. 

PART 4

Benchmark and measurement

An AI strategy for Sweden points to Sweden’s opportunity to use AI to solve key societal and business challenges for the benefit of a prosperous society characterized by democratic values and high quality of life.

As stated in the Vision, Sweden should strive towards becoming a worldwide benchmark for how AI is embedded nationally and generates sustainable value throughout businesses and society with a positive impact globally. What would constitute such a worldwide benchmark that can inspire others to follow?

Ultimately the benchmark must demonstrate that real value is generated broadly throughout society. Measuring only enabling factors, the size of investments, or the progress in some sectors would not be enough.

Existing frameworks (for example the Global AI index ) are mainly focused on enablers for AI such as talent, infrastructure, and innovation (research and development) and to some degree investments. These could serve as indicators of use and adoption, but will not provide a holistic view.

To follow up on Sweden’s progress, a framework combining existing well-established indicators and additional indicators to further measure the actual use and value creation is therefore relevant. There are few established metrics for use and value creation and such indicators need to be further developed.

More work is required to develop a pragmatic and detailed framework of indicators, but the following high-level structure of three main pillars is suggested

  • Enablers - the status of necessary prerequisites for broad adoption
  • Investments - the level of investments of various types 
  • Use and value creation - quantification of solutions deployed and the estimated value

Enablers

Fundamental prerequisites for broad adoption in a country, sector, or organization include operating environment, access to talent and competence, infrastructure and other relevant technology, and solutions.

Many of the necessary indicators are covered by the Global AI Index, such as number of graduates, data scientists, diversity of AI workforce, computing capabilities, and more.  

In addition, indicators covering the level of cross-sector collaboration, level of international collaboration, access to crucial knowledge, infrastructure and supercomputing capabilities, data sharing and open data sources, and foundational models for development and deployment should be added to the framework.

Investments

Indicators related to investments are very relevant as they both give a perspective on the belief in the future value to be realized, but also serve as a proxy for the current leadership commitment regardless of level. Metrics should be on government investments as well as investments on a sector level.

Given the importance of collaboration, the framework of indicators should also measure investments in cross-sector collaboration, and international collaboration as well as investments in knowledge, technology, data, and solutions related to sovereignty, independence, and scaled adoption.

Many but not all of the requirements are covered by the Global AI Index. The level of the government's actual AI spending and targets, the scale, funding, and volume of business investments are partly covered. Indicators to be added are for instance investments by public organizations, international companies' engagement and investments in Sweden, and Swedish organizations' investments in competence transfer and international relations.

Use and value creation

An adoption-focused strategy needs indicators of actual use and value creation. Further development is needed to measure the ecosystem at large concerning use and value creation specifically by frontrunners per sector and in total. As value and impact created by AI can be direct or indirect, proxy indicators such as the number of AI models or solutions deployed might be relevant.

Few indicators of use are covered by Global AI index beyond investments and personnel capacity however, one indicator is companies implementing AI as a key part of their business process.

Indicators to be added are for example, public organizations implementing AI as a key part of their operations, the number of deployed AI models among selected organizations (frontrunners), organizations investments in AI deployment, indicators of value creation, and number of employees with access to AI tools.

Going forward, a framework and its indicators need to be further defined, specifically indicators on Use and value creation. Preferably indicators should be developed to match already publicly available data. A first step would be to measure the current state of the Swedish AI ecosystem with regard to the developed framework and set up tracking mechanisms to follow the progress.

As an overall and immediate objective, Sweden should aim to be ranked among the top 10 countries by 2025 at the latest.

PART 4

High-level Roadmap

An AI Strategy for Sweden is AI Sweden's suggested common ground for continued discussion and action. So what does the journey to a defined and adopted national strategy with clear priorities, investments, and allocated responsibilities look like?

As it addresses a vast number of leaders throughout business and society, this journey is both highly important and challenging.

Therefore, let’s agree that it is our actual ability to take action that determines the progress, not the choice of words. It is our firm belief that bold actions guided by this strategy will propel us towards the suggested Vision.

Passivity is coupled with great risks in terms of diminished competitiveness, less tax revenue, highly qualified jobs being created elsewhere, an overburdened public sector, and an overall significantly less prosperous society.

On the other hand, if we succeed in taking action throughout society, we are looking at vast opportunities in attracting talent and foreign investments, increasing tax revenues, creating highly skilled jobs, providing excellent service and welfare for our inhabitants, and creating a key foundation for a prosperous future.

We think that a few key questions will further aid us in making priorities, taking concrete action, and distributing responsibilities. 

  • As a country or as an organization, what are our priorities and what is the potential value we could generate? 
  • What investments are necessary at what level to address those priorities and realize the value? 
  • What leadership, structures for collaboration, and incentives would enable the public sector to collectively invest in solutions for the future? 
  • What needs to happen to allow Swedish healthcare to build life-saving solutions for patients and solutions to increase the healthcare system’s productivity? 
  • What policies do we need to put in place to make it easier to attract international talent and investments?
  • What policies do we need to make it easier to attract international talent and investments?
  • How does Sweden identify, manage, and future-proof its top priorities and distribute the benefits? Does the government need a dedicated long-term national task force?

Again, it's worth emphasizing that Sweden’s success requires bold leadership, broad collaboration, and significant investments. Individual organizations or companies might prevail on their own, but for a prosperous Sweden, no entity, or the government for that matter can carry the responsibility alone.

The above questions are formulated for the national level, the government being a key enabler, and similar questions will be equally important for a hospital, municipality, or company management to answer and act upon.

 

How can AI Sweden support? 

Launching this first version of An AI Strategy for Sweden, AI Sweden is committed to taking responsibility and contributing to the journey to a defined and adopted national strategy with clear priorities, investments, and allocated responsibilities. 

We have therefore established our own task force to support politicians, business leaders, decision-makers, civil servants, or changemakers to better understand how they best take action and provide the necessary leadership for their own organizations and Sweden as a whole.

Please reach out to us for more information!

Picture of Martin Svensson, Co-Director Operations
Martin Svensson
Managing Director
+46 (0)73-025 52 99
A picture of Mikael Ljungblom
Mikael Ljungblom
Director of Public Policy & International Relations
+46 (0)70-799 68 63