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This report sets out to explore possible adaptations in the strategies of Swedish multinational corporations (MNCs) following changes in economic globalization. Specifically, it investigates the possible shifts and future directions of strategies to the global drivers of technology, politics, and sustainability, and how these drivers may impact the future competitiveness of Swedish firms. Using data from 20 in-depth interviews with CEOs, CFOs, and other executive decision-makers, representing 19 Swedish MNCs, the results suggest this is a major question for both concern and opportunity with regards to the future competitiveness of these firms. Specifically, the report highlights the following main conclusions: A strong global corporate identity coupled with a Swedish moral compass: Swedish MNCs view themselvesas global but with strong local embeddedness. Yet, interestingly, a moral compass with a Swedish flavor suggests a 'Swedish way' of conducting business, even in far-away locations. Parallelism in changing value chains: The political risks of being a global firm are evident. The firms areacutely aware of risks associated with disruptions in their value chains, and some firms have responded byconsidering their value chain configurations or are even developing several sets of value chains. This parallelism is deemed to facilitate de-coupling of regions and lower the risks stemming from external shocks. Reshoring to Sweden is not an option: Surprisingly few firms seem to consider reshoring value chain activitiesto Sweden to be an attractive option. This is despite movement in the locational footprint where the firms are abandoning or considering pulling out of markets due to unfavorable conditions relating to political andsustainability issues. The big bet on sustainability: Many firms are positioning their businesses based upon a vision of providing sustainable products and services. The big bet on sustainability offers many opportunities and could propel Swedish MNCs to a strong position on the global market for sustainable products, rendering a price premium. To conclude, the last 18 months have made firms well aware of the strengths and the weaknesses in their strategic orientation. Firm resilience appears as generally high with few firms reporting that the pandemic itself will have significant long-term effects on MNC strategies. Moving forward, Swedish MNCs seem equipped to combine a business strategy of new technology with sustainable solutions. The activity strategy shows indications of becoming increasingly regional, which could prove to be supportive of the often-decentralized strategies adopted by the Swedish MNCs.