From skills shortage to a new way of working

Finding the right expertise is a growing challenge for many technology-driven organisations. For Saab Training & Simulation and Combitech, it became the starting point for exploring a completely new way of collaborating. Åsa Pohl, Head of Embedded Software at Saab Training & Simulation, explains:

“We had difficulties finding enough skilled people, and at the same time, we were running out of office space because of our strong growth. That’s when the idea came up: what if a dedicated Combitech team could work exactly like one of our internal teams?” 

Three years after the idea emerged, it has evolved into an established way of working. Operationally, the satellite team functions as part of Saab, follows its processes, uses the same tools, and has the same roles as the internal teams.

“They receive the same support, and we don’t make a distinction just because they are a Combitech team,”
says Åsa Pohl.

More than technical expertise

Building the team and making sure it continues to perform well over time is Combitech’s responsibility, in this case through Anna Leo, Deputy Business Unit Manager. She focuses heavily on creating stable, well-functioning teams. The technical competence is, of course, important, but personality and team dynamics are equally important. 

”We want teams with low staff turnover that find their rhythm and develop together over time – a bit like the core of a sports team. We also try to have a mix of junior and senior members who can learn from each other and create a prestige-free culture where people are encouraged to try new things and where it’s okay to fail sometimes. That’s how you develop together”. 

For Combitech, it has become easier to attract and retain talent across Sweden. Instead of requiring people to relocate or commute long distances, employees can work from wherever they are located, creating better conditions for balancing work and everyday life.

“When we recruit, we notice that being able to be based in different locations and still work on exciting projects is very attractive. At the same time, this flexibility should not mean sitting alone, so we usually make sure employees have at least one satellite team colleague at the same local office.

For Saab, the concept comes with several benefits. Beyond solving competence challenges, one key advantage has been the opportunity to gain new knowledge.

The team can bring experiences and best practices from other industries and projects. That gives us valuable input and sometimes completely new perspectives. Also, the satellite team focuses on one project at a time, resulting in great efficiency,” says Åsa Pohl.

Keeping team culture alive

But like any new way of working, there have also been challenges. When everyone is not physically in the same place, recreating the informal coffee-break conversations where ideas often appear naturally can be difficult. Creating a strong sense of inclusion has therefore been an important part of the collaboration. The satellite team is included in meetings, demo days and other activities to ensure they feel like a natural part of the organisation.

“That openness and transparency have been a true success factor,” says Anna Leo.

“And when I do regular check-ins with our satellite teams, the feedback is incredibly positive. They often mention how well the onboarding process works and how quickly they feel included, as well as the manageable workload and the healthy work-life balance.   

A new setup for Saab Avionics

Another example of the satellite team concept can be found within Saab Avionics, where it has been used to support advanced electronics development.

“Initially, I was actually a bit sceptical,” says Anita Karlsson, Section Manager for Digital Electronics at Saab Avionics. 

“We develop advanced electronics for airborne applications, where both the technical requirements and the documentation standards are extremely high. It takes time to learn both the technology and the way we work.”

At the time, Saab Avionics faced a rapidly increasing demand for electronics expertise while struggling to recruit at the pace needed. Instead of relying on traditional consultant staffing, the decision was made to establish a dedicated satellite team at Combitech. Today, that team, named Team Tjelvar, has been operating for more than three years and has become an integrated part of Saab Avionics’ daily operations. Rather than working on a single isolated assignment, the team continuously supports around 5 ongoing projects.

“We work very closely together and prioritise jointly with Saab,” says Peter Högklint, Line Team Manager at Combitech."

Making remote collaboration work

Team Tjelvar works in two-week sprints and is constantly shaped by communication, planning, and adaptation to changing needs, with daily stand-ups and shared digital planning tools helping maintain structure and transparency. At the same time, Peter Högklint emphasises that successful collaboration relies on much more than processes and technology.

“Sometimes, people naturally solve things by bumping into each other in a corridor,” he says." 

“When you work remotely, communication needs to be much more deliberate. The team members need to be proactive and comfortable reaching out to others when needed."

Despite the initial concerns, Anita Karlsson believes the setup has proven highly valuable. Beyond expanding Saab’s access to competence outside its immediate geographical area, the model has created long-term continuity and flexibility.

“Within an organisation, you might initially think this is a form of outsourcing,” 
she says. 

“But in reality, we gain skilled team members that truly become a part of Saab and deliver value.”