During the COVID-19 pandemic, remote work became the norm for millions of employees around the world, including in Sweden. This period tested the adaptability of companies and the trust they placed in their employees. Swedish companies, known for their progressive work culture and flat hierarchies, largely embraced the shift to remote work, with many employees thriving in this new environment.
However, as the pandemic subsides, there is a noticeable trend of companies in Sweden urging, or even mandating, a return to the office. We can also see companies in other regions mandating the return to the office. The latest one was Amazon, which, on September 16th, told its corporate employees that they had to return to working in the company’s offices five days a week starting in January 2025.
Why is that? This article explores whether this shift reflects a deeper issue of trust and examines the cultural and demographic factors influencing these decisions.
The pandemic and the remote work revolution
Sweden, like many other countries, was forced to adapt quickly to the challenges posed by the pandemic. Remote work, previously considered a privilege for a select few, became the norm for many of the workforce. Initial scepticism about productivity and accountability quickly led to positive outcomes, with many companies reporting stable or improved productivity levels. Employees, too, enjoyed the flexibility and finding a better balance between work and personal life.
The post-pandemic shift back to the office
As the world gradually moves beyond the pandemic, many Swedish companies are encouraging or requiring employees to return to the office. This shift has sparked debates about whether these decisions are driven by a lack of trust in employees’ ability to work remotely or if they reflect other underlying factors.
Reasons for the push to return
- Collaboration and creativity: Many Swedish CEOs argue that in-person collaboration fosters creativity and innovation in ways that remote work cannot. The spontaneous interactions and brainstorming sessions that happen in an office environment are seen as crucial for driving innovation, particularly in industries where teamwork and creative processes are central to success.
- Cultural norms and tradition: Sweden, despite its reputation for progressive work policies, also has deeply ingrained cultural norms that value physical presence in the workspace. The “fika” culture - where employees gather for coffee breaks - significantly builds relationships and trust within teams. Some leaders believe that remote work erodes this sense of community and shared culture, which they see as vital to the company’s success.
- Leadership demographics: The leadership in many Swedish companies still tends to be older, predominantly male, and less accustomed to digital-native ways of working. This demographic group may be more comfortable with traditional work models, where visibility and physical presence are equated with productivity and commitment. There is an argument to be made that this generational divide influences the push to return to the office, as older leaders may feel a stronger attachment to the traditional office environment.
- Employee engagement and monitoring: Another reason cited by some companies is the challenge of maintaining employee engagement and effectively monitoring performance in a remote setting. While tools for remote work have advanced rapidly, some managers find it difficult to replicate the level of oversight and engagement that is possible in an office setting.
Is trust really the issue?
The question of trust is central to the debate on remote work. During the pandemic, many employees proved that they could be productive and responsible without direct supervision. However, the desire to return to the office raises questions about whether this trust was fully genuine or if it was a temporary concession in response to extraordinary circumstances.
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Trust in output over presence: In an ideal work environment, trust should be based on the quality and timeliness of an employee’s work rather than their physical presence. Yet, the insistence on a return to the office may suggest that some companies are not entirely comfortable with this shift in focus. It could indicate a lingering attachment to traditional metrics of productivity, such as hours spent at a desk rather than actual outcomes.
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Hybrid models as a middle ground: In response to these concerns, many companies are adopting hybrid work models, allowing employees to split their time between the office and home. This approach aims to balance the need for in-person collaboration with the flexibility that remote work provides. It also reflects a more nuanced approach to trust, recognising that different roles and individuals may require different levels of supervision and interaction.
The role of employee preferences and market forces
Interestingly, the push for a return to the office is not solely top-down. Some employees, particularly younger workers or those new to the company, prefer the structure and social aspects of office work. They find it easier to learn, network, and advance their careers in an office setting. This preference is influencing some companies to maintain a physical workspace.
Moreover, the competitive nature of the job market is playing a role. Companies that insist on full-time remote work might find it challenging to attract certain types of talent who prefer the traditional office environment. Conversely, companies that offer flexible work arrangements can attract talent who prioritise work-life balance and autonomy.
Sweden’s work culture: progressive yet traditional
Sweden is known for its progressive work policies, including generous parental leave, flat organisational structures, and a strong emphasis on work-life balance. Yet, this same culture also values consensus, tradition, and a sense of belonging that is often fostered in a physical office space. The current debate over remote work highlights the tension between these progressive ideals and traditional work practices.
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The demographic divide: As mentioned earlier, the demographic makeup of leadership teams plays a significant role in shaping company policies. Older, more traditional leaders might be more inclined to view the office as the heart of the company’s culture, while younger, digital-native employees see remote work as a natural extension of modern work life.
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A changing landscape: Despite the current push to return to the office, it is likely that Sweden’s work culture will continue to evolve. As younger generations move into leadership roles and technology continues to advance, the acceptance of remote work is likely to grow. Companies that embrace flexibility and trust in their employees may find themselves better positioned to attract and retain top talent in the future.
The debate over remote work in Sweden is a microcosm of a larger global conversation about the future of work. While the push to return to the office might suggest a lack of trust in employees, it is also influenced by cultural norms, leadership demographics, and the perceived benefits of in-person collaboration. Sweden, known for its progressive work culture, is at a crossroads where tradition meets innovation. The outcome of this debate will likely shape the future of work in Sweden for years to come, with companies that can balance trust, flexibility, and cultural values emerging as leaders in the new work era.
At UP, we strongly believe in the many benefits of remote work. It aligns with societal and business demands for flexibility, sustainability, and inclusivity. For future-oriented companies like UP THERE, EVERYWHERE, it enables access to a truly global talent pool, fostering diversity and innovation.
Remote work reduces costs for both employers and employees, including office overheads and commuting expenses, while improving work-life balance and productivity. Importantly, it also minimises environmental impact, supporting our own sustainability goals at UP. By embracing remote work, companies can attract top talent, retain employees, and respond dynamically to market changes. This approach reflects modern values, ensuring resilience, growth, and alignment with the expectations of tomorrow’s workforce. However, many old-style businesses might struggle with trust.
Bibliography
OECD (2021), “Teleworking in the COVID-19 pandemic: Trends and prospects”, OECD Policy Responses to Coronavirus (COVID-19), OECD Publishing, Paris, https://doi.org/10.1787/72a416b6-en.
Malanga, S. (2021), "Remote Work Is Here to Stay," City Journal, https://www.city-journal.org/article/remote-work-is-here-to-stay.
Flowscape Solutions (2023), "How Swedish Companies Are Planning Their Return to the Office," Flowscape Blog, https://flowscapesolutions.com/blog/how-swedish-companies-are-planning-their-return-to-the-office.
Findings Press (2023), "Sustained Work from Home Post-Pandemic: A Swedish Case," Findings Press, https://findingspress.org/article/74470-sustained-work-from-home-post-pandemic-a-swedish-case.