My name is Leila. I usually say that I have had two careers in my life. In my first career, I worked in global people and culture roles for many years, primarily in the tech industry. Since 2019, I’ve been a consultant. My day-to-day work involves team development, leadership development, and promoting agile ways of working. I also focus on change management, culture transformation, and address DEIB (Diversity, Equity, Inclusion, and Belonging) topics.
2024 has been a tough year for many companies. Leaders have been under pressure to show that their business models are still viable, especially with the ongoing economic challenges and the aftereffects of the pandemic.
I’ve noticed several key patterns. First, there’s been a significant focus on employee wellbeing, work-life balance, and making hybrid work truly effective. Organizations are still exploring how to implement hybrid work models in a way that works for both employees and the business.
Second, AI has caused a lot of confusion. Leaders are grappling with how to use it effectively and determine the most valuable ways to integrate it into their operations.
Finally, there’s been a big push toward learning, particularly around reskilling and upskilling. Many companies are working to create learning ecosystems that support continuous development and prepare their teams for the future.
2025 will be a turning point for many companies. Some will either collapse, remerge, or thrive and grow. I expect an economic shift that will impact the job market, where employers will have to compete more for talent. This will put greater emphasis on developing employees and creating workplaces that meet their needs.
Inclusivity and sustainability will take center stage. Companies will need to integrate sustainability into their DNA—covering social, financial, and environmental aspects—and shift toward being purpose-driven. DEIB (Diversity, Equity, Inclusion, and Belonging) will move from being a side initiative to an essential part of daily operations. Leadership will also face higher expectations for transparency and accountability in these areas, driven by new regulations and generational demands.
AI discussions will evolve. While some companies will still struggle to incorporate AI into daily workflows, others will push its use to the next level. We’ll also see more conversations around AI ethics, spurred by emerging regulations. Many businesses will need to find ways to use AI strategically, particularly as generic tools become more accessible.
In leadership, the post-pandemic shift toward focusing on results rather than micromanagement will continue. Leaders will face increasing demands, especially as hybrid work becomes the norm. Strong leadership will require adaptability, resilience, and high emotional intelligence (EQ). It’s less about being the expert and more about being a facilitator—someone who can create space for everyone, foster inclusivity, and bring teams together across cultures.
For companies preparing for growth, adaptability and resilience won’t just be essential for leaders—they’ll need to permeate the entire organization. Businesses that succeed in 2025 will be those with a “win-win-win” strategy: solving global problems, making a profit, and attracting the next generation of talent.
For growing companies, the key is to equip themselves properly now. Resilience is crucial—not just at the leadership level, but across the entire organization. Companies need to be ready to meet new demands and adapt quickly to changes in the market and the world around them.
There will be higher expectations for businesses to address global challenges, whether it’s environmental, social, or economic issues. The companies that succeed will have sustainable models that solve real problems and attract talent who want to be part of a meaningful mission.
For growth, businesses also need to prioritize hybrid work setups and create personalized employee experiences. Employees now expect more tailored journeys, whether it’s in learning and development or how their roles evolve. Building this adaptability into their culture and systems will set companies up for long-term success.
When it comes to hybrid work, it’s not just about finding the right technology or methods—it’s about focusing on interpersonal skills and improving how we communicate with one another. What becomes very clear in a hybrid setup is when there’s a lack of psychological safety or strong communication skills. These gaps stand out, no matter how good the tech or structure is. Building that safety and fostering better communication will be critical, as people ultimately solve these challenges and create more supportive environments.
To create psychological safety, you need to focus on things that people might overlook. Many understand the concept these days, but knowing how to make it work in teams is another thing. It starts with having a clear why—a strong purpose that everyone can connect with. Then it’s about working on social norms and creating a learning culture where people feel safe to fail, give feedback, and grow.
A big part of this is the organizational setup. Some companies struggle because their overall purpose isn’t balanced—they might focus on saving the environment but lack a financial model to support it, or they have a performance-driven structure that makes teams compete instead of collaborate. Psychological safety requires systems that encourage teams to work together and feel empowered to react to what’s happening in the market.
You also need to create space for change. Teams should have the mandate and flexibility to adapt how they work based on new insights. It’s not just about talking about safety—it’s about setting up the conditions that make it possible.
Creating psychological safety begins with an honest examination of power structures within an organization and how leaders interact with employees. We need to be brutally honest about power structures in an organization. That’s where it starts—being honest. That’s how we begin creating psychological safety.
Having worked globally, I’ve noticed some things about Swedish work culture that stand out. Our flat and flexible organizational structures are a big part of it—they promote equality and give people the space to use their full potential. This has made Sweden a hub for innovation, especially in the tech space, where talent from all over the world is drawn to work here.
Swedish companies are built on collaboration, trust, and transparency. These values push people to take responsibility and challenge themselves to grow. They create an environment where individuals feel empowered to do their best work and be the best version of themselves. It’s something that really resonates with people, and it’s a key reason why so many appreciate working in Sweden.
This culture also has a bigger societal impact, and I think it’s something we should be proud of. The “Swedish model,” so to speak, doesn’t need to be a label, but it’s a great example for others to follow. With growth and turnover on the horizon, staying competitive will mean doubling down on these values, focusing on sustainability, and helping people thrive in their roles. It’s a way of working that benefits not just companies here but could inspire workplaces everywhere.
The tech recession has impacted both DEIB initiatives and Sweden’s AI leadership. As a country known for innovation, we should be leading in AI, but we’re not as far ahead as we could be. To stay competitive, Sweden must attract and retain top talent by leveraging its inclusive work culture. However, DEIB has taken a step back, especially with hybrid work, which makes it harder to build connections and foster belonging. If an employee moves to Sweden but their family doesn’t feel at home, there’s a risk of losing that talent. We need to prioritize belonging as much as diversity.
Growth is another challenge. Many organizations are cutting back, leaving fewer opportunities for employees to develop within the company. As a result, people are seeking growth outside their organizations. But it’s not just about money—it’s about time. Companies are overwhelmed with information and struggle to turn learning into value. HR and leadership need to allocate time for growth and development, not just budgets.
If we can create that space, there’s great potential to use AI to support learning and employee experience. But first, we need to invest time and build the right structures for sustainable growth. The companies that succeed will be those that prioritize DEIB, invest in development, and use AI to enhance their talent strategy.
Honestly, Swedish companies have been doing ridiculously bad in this area. While the U.S. has had DEIB on the agenda for some time, Sweden has been hesitant to even discuss it, and when we do, we often fail to connect it to the value we want to create through our products or services. There’s a big cost to this—companies lose out due to minority stress or a culture where people feel they can’t speak up.
In Sweden, the discussions have often happened in the wrong spaces, and the real potential of DEIB has been overlooked. If we want to be truly innovative and competitive, we need to have the courage to engage in these conversations openly. Unfortunately, there aren’t many good examples of how to do this right.
I’d love to see product companies integrate DEIB into their product development, using it as a way to break free from the typical customer profile and create more inclusive offerings. We need to stop thinking of it as a “nice to have” and start seeing it as a key driver of innovation. It’s time for Swedish companies to take a bolder approach, especially as the market improves and employee turnover becomes a bigger issue.