Ericsson Trims 1,600 Swedish Roles as 5G Stagnation Forces a Software Pivot

Ericsson’s multi-year contraction has entered a new phase. On January 15, 2026, the Stockholm-based telecom giant issued a formal notice to the Swedish Public Employment Service, proposing a reduction of 1,600 positions across its domestic operations. This move represents a 12% cut to its home-country headcount of roughly 13,200, signaling that the "efficiency" measures initiated during the brutal 2023–2024 market downturn have become a permanent fixture of its operating model.

Negotiations with Swedish trade unions are already underway. While the company saw a modest recovery in profitability during the latter half of 2025, the underlying demand for traditional 5G hardware remains lethargic. Major carriers have shifted their focus from massive infrastructure rollouts to survival, slashing capital expenditures (CAPEX) to manage high interest rates and debt loads.

CAPEX Crunch: Why 5G Monetization Failed

The industry's anticipated 5G "boom" has turned into a long-term slog. Ericsson and its primary Nordic rival, Nokia—which previously announced its own plans to shed up to 14,000 roles—are facing a reality where mobile operators cannot find a "killer app" to justify further massive hardware investment.

Unlike the transition from 3G to 4G, which was driven by the clear demand for mobile video and the app economy, 5G has struggled to provide a similar revenue jump for carriers. With monetization stalled, the demand for Ericsson’s traditional Radio Access Network (RAN) equipment has plummeted. These latest cuts reflect a management team that has stopped waiting for a market rebound and is instead resizing the business to fit a permanently smaller hardware landscape.

The Software-Defined Pivot and the Open RAN Threat

The workforce reduction is as much about skill sets as it is about savings. Ericsson is aggressively pivoting toward "high-performing, programmable networks." In plain terms, the company is moving away from proprietary, hardware-heavy boxes toward software-defined networking (SDN) and Open RAN architectures.

This shift is inherently less labor-intensive. By embracing Open RAN—which allows carriers to mix and match hardware and software from different vendors—Ericsson is forced to compete in a more transparent, software-centric market. Software-defined systems require fewer engineers for physical integration and maintenance, but more specialized talent in AI-driven automation and cloud-native architecture. Consequently, the 1,600 roles being cut are largely casualties of this automation; as the network becomes "self-optimizing" through AI, the need for human oversight at the traditional scale vanishes.

Erosion of the "Unicorn Factory": Impact on Stockholm’s Kista

The loss of 1,600 jobs at Ericsson isn't just a corporate balance sheet move; it is a significant blow to Kista, Stockholm’s "Silicon Valley." For decades, Ericsson has been the anchor tenant of the Swedish tech ecosystem, acting as a finishing school for engineers who eventually founded the country’s famous "unicorns," such as Spotify and Northvolt.

This continued "brain drain" from one of Sweden’s industrial pillars raises concerns about the country’s long-term R&D edge. While the company claims these cuts will "protect technology leadership," the reality is a shrinking footprint in the very corridor that defined Swedish innovation. For the remaining 11,000+ employees in Sweden, the message is clear: the era of the stable, lifelong telecom career is over, replaced by a "lean" model that relies increasingly on automation and off-shore software development.

What This Means for Carriers: The Shift to Cloud-Native

For global telecom carriers, Ericsson’s restructuring confirms a shift in the power dynamic.

• Reduced Vendor Lock-in: As Ericsson pivots to programmable networks, carriers gain more flexibility but must take on more responsibility for system integration.
• Lower OPEX, Higher Complexity: Software-defined networks promise lower operational costs in the long run, but the transition period requires a massive retraining of the carriers' own internal staff.
• Delayed Innovation: With Ericsson and Nokia both in defensive postures, the pace of breakthrough hardware innovation may slow, forcing carriers to rely on software updates to eke out marginal performance gains from existing 5G towers.

As Ericsson streamlines, it is gambling that it can remain the "brain" of the global network even if it no longer provides all the "muscle." Whether investors or carriers will buy into this software-first identity remains the $2.5 billion question.