When Mattia Bianchi looks back on his 15 years at the Stockholm School of Economics, he does so with introspection and a modest sense of pride.

He was one of the first international scholars to join the tenure track program at SSE and has since become a full Professor, the Matts Carlgren Chair in Business Administration, and Director of the Business Model & Innovation platform at the House of Sustainable Society.  

As he steps into the role of Head of the Department of Entrepreneurship, Innovation and Technology (DEIT) on March 1, it feels less like a break with the past, and more like a natural evolution – for himself, DEIT, and the House of Innovation. 

An institutional turning point for the House of Innovation 

The winter light filters through the windows of the 1920s Nordic-classical building, once known as the “Student palace.” Newly renovated spaces combine historical character with contemporary design. For Bianchi, the building itself symbolizes the current moment. 

“There is something powerful about being in a place that carries history and tradition, while at the same time being filled with new ideas, new people, and new conversations,” he reflects, gesturing toward the sizeable artworks on display in the corridor. “That’s very much what we want DEIT, and the House of Innovation, to be.”  

Bianchi’s appointment comes as part of a change in the leadership structure at the House of Innovation, where the Head of Department role is now formally separated from the role of Director of the House.

Bianchi will focus on department responsibilities: teaching planning and delivery, personnel matters, academic governance, and strengthening DEIT’s research capabilities. 

Magnus Mähring, Erling Persson Chair in Entrepreneurship and Digital Innovation and Director of the House of Innovation, will continue to hold overarching responsibility for the House’s long-term strategy, major partnerships, collaborations across units (including the SSE Business Lab), donor relations, and interaction with the broader ecosystem. 

 
Building a vibrant research destination  

Since its launch in 2019, the House of Innovation has matured from what Bianchi describes as “a startup-like environment” into a recognized international research destination.  

“Earlier, much of the focus was on growth and defining who we wanted to become,” he says. “Now it’s about living up to that definition. By making our identity visible in the projects we pursue, the initiatives we launch, our events, and so on.” 

The idea of the House of Innovation being a “destination” has become central in the conversations that Bianchi and Mähring led with faculty over the last year. The shared vision is a vibrant, top-tier research environment that attracts faculty, students, policy makers, visiting scholars, entrepreneurs, investors, and partners. 

“When people come here, they should feel that something is happening. That there are conversations everywhere; people with different profiles, backgrounds, and perspectives interacting and collaborating. Our goal is ultimately to have an impact on society, companies, institutions, and policy. At the House of Innovation, you can really see the full journey from idea to research to impact.” 

The curated physical environment supports that ambition. The renovated building blends both tradition and modernity, creating an inspiring atmosphere.  

“You should feel both history and momentum,” Bianchi says. “A sense of heritage, but also that you are in an innovative place where conversations are fresh, current, and relevant.” 

Being more "human” is the key to success 

The new role is also an important step in Bianchi’s personal development journey. Being in academia can be hectic enough as it is, he explains. Adding an additional, quite administratively demanding role to the mix will require discipline and prioritization.  

“I tend to react quickly,” he admits. “Now I will need to slow down. It sounds paradoxical, but it works. Not answering every email immediately, for example. Sometimes, if you wait a moment to reply, the problems even solve themselves,” he says with a smile. “Or at least become clearer.” 

Bianchi speaks candidly about developing greater patience and emotional intelligence.  

“As Head of Department, you cannot just look at issues in a technical way. Sometimes the root causes are personal, contextual, human. You need to breathe, reflect, and see the broader picture.” 

That means practicing active listening and making oneself available when needed, he explained. “If I do this well, it will be because I’ve helped others succeed. That’s the metric that matters." 

Balancing individual excellence and collective identity 

Academic departments are often described as collections of highly independent individuals. “Mähring used to say that it’s like herding cats,” Bianchi laughs. 

“Scholars are, in many ways, entrepreneurs of themselves. They optimize their research, their reputation, their trajectory. That’s natural and it contributes to the air of excellence. But as a department, we also need to think institutionally.” 

For Bianchi, one of his key priorities over the next three years is strengthening DEIT’s internal structures and processes to free up time and energy for what matters most. 

“By building clearer routines and more efficient systems for the less exciting tasks, we create space for creativity, bold research, and more meaningful engagement.” 

That efficiency comes with a reciprocal expectation. “If the department provides stronger operational support, then in return we all need to think: how does my work contribute to making DEIT and the House of Innovation an attractive, international and collaborative research destination?” 

Outreach, impact and a championing a more nuanced view of innovation 

Both the House of Innovation and DEIT have a strong tradition of outreach, but Bianchi sees room to further develop innovative models of engagement between academia and society. 

He highlights the role of practitioners-in-residence, first implemented last year, and collaborations with entrepreneurs as particularly promising. 

“When experienced business leaders come here, detach from their daily routines, and immerse themselves in dialogue with researchers, something unique can happen,” he says. “Ideas can be refined, tested, and implemented in more thoughtful ways.” 

At the same time, Bianchi wants to broaden how innovation itself is understood. 

“Innovation is often considered the solution to everything,” he notes. “But technologies that solve one problem can create new ones, especially environmental, social, or economic problems. I think we need a more balanced view.” 

His own research focuses on how innovation in technologies and business models can help industries, particularly resource-based sectors like forestry, become more sustainable. But he is clear that sustainability requires nuance. 

“It’s not only about more innovation. It may be about less, but better, innovation,” he says. “Rather than just focusing on growth and efficiency, we need to think about how to build resilience.” 

In a world increasingly shaped by climate shocks and geopolitical instability, the question of resilience has become central.  

“Innovation should not only maximize productivity. It should help us design systems that can withstand shocks. Systems that stay within planetary boundaries and are fairer and more just.” 

Bright years ahead for DEIT and the House of Innovation  

As DEIT and the House of Innovation enter this next phase, continuity and evolution go hand in hand. The collaborative spirit of the House of Innovation remains central: major decisions continue to be shaped in open forums involving faculty, staff, PhD students, and postdocs. 

“We have built something strong here,” Bianchi says. “Now it’s about sharpening our identity and behaving consistently with it.” 

His hope is simple but ambitious. “When people enter this building, I want them to feel that this is a place where ideas are serious, where research matters, and where innovation is thoughtful, critical, and impactful. That they’re proud to be a part of it. I certainly am.”