Tele2 Reviews

* A conscious choice to under hire is made which effects the quality of their product * Strong central vs local issues caused by a lack of international style thinking * A lot of things are done without thinking about the value of the task, just to tick the box

One of the most commonly recognized and widely discussed issues among Tele2 employees is the long-term impact of its trainee-to-leadership pipeline. The company pairs recent university graduates with C-suite executives, and many of these trainees are later placed into influential roles. This isn’t based on proven ability, but rather on how closely they align with their executive mentors. It’s well understood inside the company that C-suite leaders often see these trainees as reflections of themselves. Because of this, they are fast-tracked into key positions. This dynamic is less about merit and more about ego, with leaders inserting their chosen trainees into roles of influence because they see a version of themselves in them. Trainees are expected to maintain high visibility, often arriving earlier and leaving later than their assigned executives. This reinforces a culture where optics and performative overcommitment are mistaken for ambition or capability. Once embedded into teams, many of these former trainees struggle to collaborate or understand what it actually takes to deliver. Despite this, they often assert influence, take credit for team efforts, and in some cases override their own managers. These behaviors are not only tolerated, but frequently rewarded. The result is a culture that confuses immaturity and self-promotion with passion. Meanwhile, experienced professionals who are qualified and focused on meaningful work are routinely overlooked. For those considering a role at Tele2, particularly outside the trainee track, it’s important to be aware of this dynamic. The company tends to reward visibility and internal loyalty over actual contribution, which can make it difficult for skilled professionals to succeed or grow.