Hans Vestberg

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

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.

Historically, the mobile industry has been focused on the consumer, getting better performance and throughput to their devices.

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 need to build my team around my weaknesses.

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.

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!'

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.

I was taking a break from university so I could play handball full-time for a year.

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.

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.