HANS VESTBERG

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.

You're going to see this 'Internet of things' start demanding network performance and making the networks much more aware of what is on top of them.

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.

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.

I have rules for everything.

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.

You don't need to recall 100,000 cars because you need to fix something. That can be done with a download of software.

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 need to understand what innovation will be built on top of our networks.

When I look into the Ericsson's mobility report that has predictions till 2018, the majority of people having mobile broadband by 2018 will be on 3G.

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.

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.

Even if you buy a Finnish, Korean or American phone - it will be Ericsson on the inside.

For every $10 you reduce the price of the smartphone, 100 million more people will buy them.

If I am in Sweden, I try to get home to be with my children. I can do work after that from home.

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.

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.

Men can't do much to change; we have to wear suits, although I never wear a tie, apart from in Asia sometimes. So I decided to grow my hair.

Remember, China is the largest country in the world, so they have the confidence, the capital and resources to create large companies.

I read mails throughout the day but answer mails more in the morning and evening.

For us, it is very important all the time that our core business is really good but that we don't stop moving.

I believe mobile technology has a much broader role to play. It could solve some of the biggest problems on earth.

When you start losing market share, it's really tough to gain it back; you need the product portfolio and presence in many markets.

I think that we are trying to put data communications, telecommunications and media communications together and be the No. 1 player there.