Our take was that if we are going to support our customers, we have to help them with video distribution, whether that is iPad, TV, small screen or large screen.
When it comes to meetings and preparing for that, it doesn't matter if it's a meeting with the U.N.; with a large operator, CEO, or chairman; or if I have an internal meeting - in all cases, I know that the energy and the engagement in every discussion is extremely important.
We want to be on the edge of technology all of the time. We think long-term.
In order to have the next generation of modems, you would need to pour in even more R&D spending. We came to the conclusion that we're going to have a tough time to really see that we are going to succeed in the modems business.
I think that we are trying to put data communications, telecommunications and media communications together and be the No. 1 player there.
I was taking a break from university so I could play handball full-time for a year.
I need to build my team around my weaknesses.
What was really tough for me was that Lars Magnus Ericsson founded Ericsson in 1876; we've always had a consumer product. And I'm the 16th CEO of Ericsson, and I decided that we don't have any consumer products anymore.
The infrastructure we provide is the same in a remote town in Africa or New York or an archipelago in Sweden: we use the same system, and the chips inside the phone are the same.
We do a lot of consumer research. Consumers believe the smartphone will be the remote, meaning that it will orchestrate a lot of things. So maybe you will take your connectivity with you to the car.
We want to be number one, from the ingestion of content to the play-out to any type of channel. Everything between there, you should see Ericsson if you are a broadcaster, telecoms operator, or cable operator.