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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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!'
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.
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 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.
