Innovation:
Sparks of
What’s Next

CHAPTER 3: ACTION

Spark me up!
Let me live in darkness
Group of people in lab coats listening attentively in a factory or laboratory with high ceilings and mechanical equipment above.
A turquoise background with large yellow and white text that reads, "Transformation does not happen in a boardroom. It happens in stores. In systems. In culture." There are five crumpled orange paper balls on the bottom left and a small folded paper crane on the right.
A greenhouse with shelves of leafy greens and vertical farming towers. Overlaid text reads: "To close the innovation gap and hit our ambitious targets, we must rethink everything."

Reimagining convenience? Sounds big. That is because it is. The sustainability challenge is not just complex — it’s very fast moving. So, we cannot afford linear solutions, half-measures, or safe bets. 

  • The scale of our sustainability challenge is not linear—so our solutions cannot be either. To close the innovation gap and hit our ambitious targets, we must rethink everything – from our hot dogs to our data systems, from marketing to store layouts. No corner of the business is off-limits. 

    The challenge is on, and we have already kick-started the work. We are working towards future-ready products by experimenting with new ways of improving our assortment and offer. We are redesigning the in-store experience and connecting sustainability KPIs directly to business results. At the same time, we are investing in talents who dare to tackle real challenges with bold ideas – because that is the kind of thinking we need. Read more here.

    We are also testing on the ground – in living labs like Pressbyrån PBX in Sweden and Narvesen 2.0 in Norway, where we experiment with everything from energy systems to full assortment shifts. And with the Sustainability Index, we are inviting suppliers into the transformation – not to fight for shelf space, but to compete for impact. Read more in our Sustainability report

    But let us be honest: while we are making some progress - and it sounds easy — the reality is we still have a lot of work to do. 

    We need to get better at capturing new ideas. Better at scaling what works. Better at daring to take risks, even when the outcomes are uncertain. We see it. It is on our radar. And we know – innovation is not optional. It is business critical. 

    Because even the best ideas go nowhere without feedback from our customers, follow-through and the courage to try. Whether it is defaulting to oat milk, ditching palm oil or building smarter indicators – every test matters. Every lesson counts. 

    “Transformation does not happen in a boardroom. It happens in stores. In systems. In culture.”  

    This is the spot for daring ideas, brave experiments – and just the right amount of joyful mischief. And we know we cannot do it alone. The door is open to partners, suppliers, and anyone with a spark of creativity and courage to help close the gap. 

    We are done with small steps. Time for some serious leaps.

Transformation does not happen in a boardroom. It happens in stores. In systems. In culture.

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