Limited adoption of innovation in public sector operations stems neither from a lack of supply nor a lack of demand. It stems largely from constraints on progress that traditional procurement methods have created over time. These methods are based on detailed specifications of requirements for the solutions to be purchased and limited dialogue with the market during the process.

Public procurement law provides specific procedures that allow for needs-based dialogue with the market, but examples of their use are few, and buyers show little appetite for complex and time-consuming procurement processes.

The NGA project was conceived with this challenge in mind. Its purpose is to create a pathway and precedents for value creation through business between public entities and innovative companies within the existing legal framework for public procurement.

One of NGA's main objectives is to create the conditions for synergies between innovation projects across the participating countries. The premise was that a solution that solves a problem in one Nordic public system should be able to solve the same problem in other Nordic systems.

To achieve cross-border synergies, NGA focused on establishing cooperation between the entities responsible for a given service in the participating countries and on arriving at a shared definition of a known problem.

The project's shared focus area was extended independent living for seniors, as the ageing of the population is a challenge facing all the participating countries.

Fjársýslan (the Financial Management Authority of Iceland) represented Iceland in the NGA, Ignite Sweden/SISP in Sweden, and Business Finland together with VTT in Finland.

The project's output is a Joint Innovation Procurement Framework. In twelve steps, divided into three phases, the framework describes how a public entity moves from defining a problem to procuring a working solution. The methodology is based on needs-based dialogue with the market and fits fully within current public procurement law.

At the end of step 2.D, the choice of procurement route is made. Where solutions are at an early stage, a concept competition or prototype development may be the right start to phase 3, but where fully developed solutions already exist, a pilot project can begin or procurement can proceed directly.

Digital platform: Challenges meet solutions

The project gave rise to a shared digital platform, built on Ignite Sweden's Magic system, where public and private entities publish their challenges and innovative companies get a chance to pitch relevant solutions in a matchmaking environment.

Access to the system has now been opened to Icelandic startups and to Icelandic public entities and companies with the launch of Ignite Nordic, which began operating in Iceland at the start of 2026. The system is now in operation in Sweden, Iceland and Norway, and further roll-out across the other Nordic countries is planned.

Icelandic innovation companies thereby gain access to Ignite's central database, which increases their visibility and their access to business opportunities across the Nordic countries, and Icelandic buyers can reach innovative companies throughout the Nordics in one place. In Iceland, Fjársýslan also operates a national challenge portal, opinbernyskopun.is.

Networking: Events across the Nordics

NGA matchmaking events were held in connection with the largest innovation events in the Nordic countries, including Slush in Helsinki, Iceland Innovation Week in Reykjavík and Uppsala Innovation Night in Sweden. There, public buyers and innovative companies met in structured sessions that laid the foundation for new business relationships.

Going forward, Fjársýslan provides public entities with advice and support in establishing joint challenges with sister institutions or municipalities in the Nordic countries. The project's key legacy is that parties in these countries now have a trusted connection for achieving economies of scale in such projects through Fjársýslan.