Three Lessons from Denmark’s Shift to Mobile-First Ticketing (and a bonus)
Nationwide ticketing reform is usually slow, custom and inflexible. Denmark proved it doesn’t have to be.
Within 18 months of launch, the Rejsekort app accounts for more than 60% of all public transport trips in Denmark, reaching majority adoption at national scale in under 2 years.
This shift was not accidental. It was the result of deliberate, practical choices that offer clear lessons for authorities and operators considering similar transformations.
Lesson 1: Standardisation drives speed
One of the most important strategic decisions was committing to a mobile-first model from the outset. It shaped the structure of the entire programme.
Instead of adding mobile to legacy infrastructure, Denmark prioritised a Mobile Pay-As-You-Go (MPAYG) experience as the primary ticketing method. A complementary tap-in / tap-out solution ensured inclusivity and provided a clear alternative for customers without smartphones. This approach reduced technical dependencies and operational complexity from day one.
The result was speed: less than six months from contract signing to mvp launch, and under a year to public launch.
Lesson 2: Clear ownership enables momentum
Nationwide programmes rarely stall because of technology alone. They stall when responsibilities blur and risk is avoided instead of addressed.
In Denmark, Rejsekort & Rejseplan A/S (RKRP) is owned and mandated by all Danish public transport operators to centralise ticketing. This clear setup provided a strong foundation for aligned decision-making across stakeholders.
Clear ownership, transparency around trade-offs and structured risk management created the conditions to move decisively. That clarity made it possible to prioritise controlled real-world deployment instead of waiting for theoretical perfection. Early test phases created space for learning, iteration and improvement before full-scale national rollout.
In Denmark’s case, governance discipline enabled faster decisions, earlier deployment and continuous improvement throughout the rollout.
Lesson 3: Early user involvement reduces friction
Early user feedback made the programme stronger and faster. Once feedback from real-world beta use came in, improvements could be prioritised quickly based on actual behaviour rather than assumptions.
With hindsight, involving customers even earlier in structured testing and feedback loops would have reduced uncertainty sooner and strengthened confidence during the transition.
Mobile-first also does not mean mobile-only. At national scale, adoption depends not only on usability, but on trust built through early involvement and inclusion by design. Defining and communicating the non-smartphone alternative earlier would have further reduced concerns among some user groups.
Bonus insight: Ticketing becomes a data foundation
The shift to mobile-first did more than modernise payments. It strengthened the system’s analytical foundation.
Aggregated mobility insights help forecast demand, plan capacity, optimise networks and identify transfer and reliability patterns. For authorities and operators, this creates a stronger basis for infrastructure and service decisions, aligned with data protection and privacy requirements.
Modern ticketing systems are no longer purely transactional. They provide system-level intelligence.
'This frictionless, inclusive and secure travel experience sets a new benchmark for European mobility. We completed the project on budget and on time, and 90% of the users are really happy with the solution. That’s incredibly unusual when we look at international IT projects.'
Denmark’s experience makes one point clear: nationwide mobile-first ticketing is not primarily a technology project. It is the outcome of deliberate choices about simplification, governance and customer inclusion.
It also demonstrates two broader realities. First, customers are ready for intuitive digital mobility when the experience is simple and transparent. Second, mobile-first is viable at true nationwide scale, not just in pilots or urban pockets.
When strategic clarity meets disciplined execution, large-scale behavioural change does not need to take years. Even across on a national scale, it can be achieved in less than 2 years.
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