It's interesting that you contrast Sweden and Russia, considering while I have not lived and worked in Russia, I've worked with Swedes quite a bit and my experience with them is that they don't really emphasize red tape that much - in the context of development, they don't really mind if you bend the rules if it's for a good cause - what I mean is there's a general attitude of pursuing sensible outcomes over blindly following processes.
They're also not big on oversight and I got what it looked like to me a surprising amount of autonomy and responsibilty in a very short amount of time, that I felt out of depth for a while, but got accustomed to it. A very laissez faire way of work.
I felt much of the system was informal, and based on the expectation of not abusing trust. Which was very refreshing, as most companies in my experience exist in a state of bureaucratic gridlock - you need to push the change to repo X, but Y needs to sign off on it, and it depends on changes by person Z, who's held up by similar issues etc.
It's a very emotionally draining and unproductive way of working, and is usually overseen by bosses who create these processes, because they don't trust their employees, or to get a feeling of power and control, or they simply don't understand how and what their subordinates do, so they kind of try to force things into these standard flows.
Which also doesn't work, but it accountably doesn't work. Even if a days' changes take a week, and still end up lacking, you can point to that Task A is blocked by deliverable B, which is at a low priority at team Foo, so lets have a meeting with that teams manager to make sure to prioritize that in the next sprint etc etc etc.
This is how most places turn into that meme picture where there's one guy digging a hole and 5 people oversee him.