SKF’s early years were indeed exceptional, but World War I dragged on, making times tough. In 1917, SKF in Gothenburg purchased 40 tonnes of oats for its employees and their children, while also serving porridge for free in the canteen. More food and fuel were supplied to employees at subsidized prices. Additionally, a medical service and a sickness fund were implemented. Ever since, the importance of social responsibility has been deeply ingrained in SKF’s culture.

As the global automotive industry boomed, demand for bearings surged – and SKF was ready. With modern assembly lines and mass production in place, we were well-positioned to meet the growing need. Throughout the decade, SKF continued to grow. By 1921, we had already established an R&D facility in the USA and new subsidiaries were opening around the world. SKF had become a truly global player in the bearing industry.

Starting out as an SKF ball bearing for the automotive industry back in 1915, the SKF-owned automotive manufacturer by the name of Volvo had seen its first car roll out of the factory gates in Gothenburg back in 1927. However, in the context of diversification versus focus on core business during that time, a decision was made to sell Volvo in 1935, making it independent of SKF. A decision providing SKF with one main focus: making the world’s best bearings.

SKF’s competence in the automotive industry became increasingly attractive to race teams worldwide. From Bugatti to Ducati, SKF bearings became synonymous with peak racing performance. In 1947, SKF struck a deal with Scuderia Ferrari, marking the beginning of the longest uninterrupted technical cooperation in Formula 1 history. We realized early on that the conditions of top-class racing can provide us the ultimate testbed, for proving new designs, techniques and ideas.

The 1950s marked a new era of employment. The advent of computers transformed the workplace, creating a demand for new and different skillsets. As always, SKF was eager to embrace the latest technology, and leased our very first data machine: the IBM RAMAC. By 1965, one-third of our employees were office workers. At that point, we were well on our way to becoming a knowledge company, largely thanks to our highly skilled employees.

The 1960s ushered in robust competition in the bearing industry, particularly in the US and Japan. We used this opportunity to evolve and improve, heavily investing in research and development, reducing inventories, and rationalizing production. With this, SKF overcame obstacles and achieved record years. By 1970, SKF owned 67 factories in 13 countries, and held over 20% of the global market share.

When the international oil crisis struck in the 1970s, SKF was not immune. To navigate this crisis, we had to focus more on collaboration within the company. In 1977, SKF began sharing emails and CAD drawings within Sweden. Soon communication had expanded to include West Germany, Italy, France, the UK, and the US. This new way of coordinating production and sharing information significantly impacted sales, customer service, logistics, and technical support.

The 1980s was a decade of meaningful progress — as customer demands evolved, so did we. With bearing life extension now viable, our customers no longer simply sought hardware replacements, but complete solutions. SKF met this shift with semi-automated factories, better-trained workers, and skilled application engineers, all while staying focused on rotating equipment performance. This evolution highlighted the need for a more holistic, solution-driven approach – one that would define our direction for years to come.

The global market changed drastically in the 1990s. The new concept of “Total Quality Management” emerged, emphasizing that customer satisfaction is ultimately what drives a company’s success. Fortunately, solving customers’ problems had long been SKF’s focus. In 1995, we introduced another ground-breaking invention: the CARB toroidal roller bearing, which accommodated both misalignment and axial displacement within the bearing. It was not only a major step forward in innovation but also reflected our continued focus on real-world customer needs.