Manufacturing today is defined by speed, automation, AI and constant change. Yet in the experience of Sanela Lundqvist, Vice President of Human Resources at metal cutting tools and manufacturing solutions expert Sandvik Coromant, the most decisive factor for performance remains the same: people. Tools, systems and strategies all matter but, as she explains, it’s the right leadership behaviors that unlock their full potential.

 When starting her career, Sanela was always convinced she would work in sales. When working at a brewery company, she loved the customer interaction, the energy and the results-driven environment. But a major shift came in the form of Scandinavian Airlines, where Sanela was given the opportunity to lead an operations team at just 26 years old.

“I was a new mother at that time too, and both experiences really shaped my view on leadership and the potential of people,” Sanela explains. “If organisations only judge people by experience, many will never get their chance. But giving someone a chance also means giving them the support to succeed – not setting them up for failure.”

Twelve years at Volvo Group followed, but it was an almost chance encounter that led Sanela to Sandvik Coromant. “I was actually reading the biography of Percy Barnevik, former Sandvik Chairman of the Board but also an influential figure at ABB, AstraZeneca and Skanska. In his book, he speaks highly of the company and the impact ‘his dear Sandvik’ had on the rest of his career.

It was really inspiring,” says Sanela. “Then, when an opportunity came up at Sandvik Coromant, I knew I had to apply. I then read up on our President Helen Blomqvist and her approach to leading with a learning culture. That’s when I knew Sandvik Coromant was the workplace for my future.”

Turning the triangle

The competition for skilled labor remains intense, especially as manufacturers invest in advanced digital tools and smart manufacturing practices. The top concern for more than a third of the 600 manufacturing executives in a 2025 Deloitte survey was “equipping workers with the skills and knowledge they need to maximise the potential of smart manufacturing and operations”.

The message is clear: technology may be transforming the sector, but people determine whether that transformation succeeds.

For Sanela, the real priority is not the sophistication of the tools, but the mindset behind how they are used.

“It’s natural to look at the challenges manufacturing is facing and strive for 100% perfection to try and stay on top. My belief is simple: as humans, we are more often wrong than right. Leadership should reflect that reality. If we wait for perfection, we slow ourselves down.”

In an era defined by AI and automation, she argues that progress depends less on flawless execution and more on creating environments where people feel trusted to act, learn and improve. To make this tangible, Sandvik Coromant has defined four key leadership principles designed to increase efficiency, improve accountability and define how its global team members work together. They are:

• I apply end to end perspective for real customer value
• I empower accountable and collaborative high performing teams
• I dare to try, to spark innovation
• I spend time where actions is made, ensuring we win together

Central to production strategies such as Lean and Kaizen, “go to gemba” is a phrase often heard in manufacturing environments. It’s also a key source of inspiration for principle number four. Originating from the Japanese word genba, meaning “the real place,” it refers to the physical location where value is created – the shop floor, the production line, the customer site. In practice, gemba means far more than a factory walkthrough. It is a leadership behavior.

“Some leaders find it challenging to let go of control. But you cannot ask for accountability if you have not first given responsibility,” Sanela explains. “I often talk about “turning the triangle.” In traditional hierarchies, leaders sit at the top. We need to flip that.

“Leaders exist to enable the organisation to deliver, and that means going beyond KPIs and dashboards and truly seeing what is happening — on shop floors, in sales meetings and with customers. For me, that’s what going to gemba is all about.”

To bring this outlook even further into reality, Sandvik Coromant has set a target to reduce meeting time by 20% in 2026. Why? Because too much time in meetings is often too much time not adding value. The question is always: are we in the right place to truly help achieve our goals?

Developing people for long-term performance

Leadership is deeply embedded in Sandvik Coromant’s identity, with people firmly at the center of its long-term vision. The concept of Manufacturing Wellness, introduced in 2023, encapsulates this philosophy. More than a slogan, it reflects how the company chooses to lead — by aligning performance, continuous improvement and human development.

It signals an ambition not only to optimise processes and productivity, but to create healthy, resilient manufacturing environments where both businesses and individuals can thrive.

Manufacturing Wellness consists of eight habits Sandvik Coromant believes guide the industry toward a resilient future. In addition to producing with sustainability in mind, investing in automation and taking a circular approach to materials use, developing people is one of those habits.

For Sanela, developing people goes beyond their performance KPIs. “It’s not only about their workplace skills and how many training sessions they complete,” she says. “For me, developing people starts with understanding when they thrive and people do their best work when they feel fulfilled.

“On my team, everyone sets a wellbeing target that goes beyond their day-to-day work responsibilities. One team member has a goal to get out on a walk every lunch break, another spends time with her horse. The specifics are individual and while they may seem like incremental steps, the principle is significant. Sustainable performance requires energy management, not just time management.”

Another important attribute of leadership is taking chances. As the growing skills crisis deepens as technological change accelerates, the younger generation risks falling behind without support. In fact, a recent UNESCO report found that roughly 450 million young people worldwide lack adequate skills to succeed in the modern labor market, particularly in areas linked to digital transformation, engineering and technical fields.

Reflecting on the chance that was taken on her aged 26, Sanela is a firm believer in taking bets on potential. “One example is Natalie, who joined us through our high school programme and has been contributing to the team since 2025. At just 19, she now works as my executive assistant. Her journey is a reminder that potential, when supported, can accelerate quickly.”

Staying close in a digital world

More than half of Sandvik Coromant’s workforce operates in physical environments. “Going to gemba” is not theoretical; it is practical. Even as digital tools make global collaboration easier, they cannot replace the informal conversations that build trust.

Staying close in a digital world therefore requires intentionality. A Teams call can transfer information, but it rarely transfers the same energy. A performance dashboard can highlight a deviation; it cannot explain the root cause or the emotional climate behind it.

For leaders, proximity must become a habit. It is about asking better questions, creating space for dialogue rather than reporting and ensuring digital tools serve conversations rather than replace them. It is also about being visible on the shop floor, at a customer site or in small, informal interactions that build trust over time.

“We must also consider that we’re operating on a global stage,” adds Sanela. “Inclusion, trust and psychological safety can mean different things in different regions. In a global organisation, you must respect cultural nuances while staying true to your identity. Not everything “Swedish” translates perfectly, but our diversity is a strength. We should use it as influence, not dilute it for uniformity.

“Consistency does not mean sameness. It means clarity of expectations and behaviors — and leaders who model them.”

In 2025, Sandvik announced its “Advancing to 2030” strategy, with implementation beginning in January 2026. Consisting of five strategic areas, it acts as a guiding light for businesses across the group for the second half of the decade.

Empowering high-performing teams is a core element of this strategy. In a dynamic marketplace, progress will always begin with people. Automation and AI will continue to reshape manufacturing, but adaptability, curiosity and courage will determine whether Sandvik Coromant remains number one in its field.

To learn more about leadership at Sandvik Coromant, check out Manufacturing Wellness and its ‘develop your people’ habit.