For us, it is very important all the time that our core business is really good but that we don't stop moving.
You can always think that we're old and not innovative, but there is no company that can limp on for 139 years without being creative and having the genes to change.
Remember, China is the largest country in the world, so they have the confidence, the capital and resources to create large companies.
I said we're going to leave phones, and so we did. We sold it to Sony.
The IT bubble is the IT bubble, and of course, we became a company that contracted dramatically in 2001 and 2002: we basically came down by 45,000 people - a dramatic ramp-down.
When I came into the CEO office, I basically changed the entire management team. We knew that we had to change the company, so we needed a new set of leaders.
India is an important market for Ericsson, not only as a telecom market but also as a global hub for R&D.
I manage my business; politicians are doing their business. I can only work within their rules and regulations. I can't pick up a political fight.
I believe in free trade. I don't support regulating trade prices between different regions. Our point of view is we don't want trade barriers between different countries.
There are so many devices that can receive video, creating complexities, because suddenly you can have a TV, laptop, smartphone, pads. And they are of different sizes. It's clear that you need to standardise and get a much more efficient TV delivery.
It is very difficult for me to speculate as to how long it will take for the LTE-TDD ecosystem to mature. Of course, the whole industry is speaking of scale and a combination of scale in order to get more efficiency in the ecosystem.
It is users that are driving the networks with innovations on top of the networks and with innovations in the devices space. This is very healthy.
For us, we are moving a company that has been around for 137 years to the next level so that we can be there for the next 137 years.
It's always great to have a purpose of a meeting and an ending for it, but it's even more important to be present and have an engagement on the topic you're doing, to create an environment and energy around that meeting, so everybody goes from there, 'That's great; we can take it forward!'
For us to stay competitive, we're transforming our services business to be reliable and flexible.
No day is similar to another, but usually mail is part of my start of the day. Our company never sleeps: we have business in 180 countries, so there are no real mornings or nights.
I read mails throughout the day but answer mails more in the morning and evening.
If I am in Sweden, I try to get home to be with my children. I can do work after that from home.
My mail address is open for anyone, and I read all my mails by myself.
Historically, the mobile industry has been focused on the consumer, getting better performance and throughput to their devices.
