Hans Vestberg Quotes
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When you start losing market share, it's really tough to gain it back; you need the product portfolio and presence in many markets.
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Remember, China is the largest country in the world, so they have the confidence, the capital and resources to create large companies.
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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.
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I need to build my team around my weaknesses.
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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.
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By the end of 2020, the only region of the world that will still have a lot of 2G connections may be Africa.
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You don't need to recall 100,000 cars because you need to fix something. That can be done with a download of software.
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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.
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I think that we are trying to put data communications, telecommunications and media communications together and be the No. 1 player there.
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We need to understand what innovation will be built on top of our networks.
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India is an important market for Ericsson, not only as a telecom market but also as a global hub for R&D.
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I was taking a break from university so I could play handball full-time for a year.
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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.
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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.
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My mail address is open for anyone, and I read all my mails by myself.
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Even if you buy a Finnish, Korean or American phone - it will be Ericsson on the inside.
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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.
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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.
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For us, it is very important all the time that our core business is really good but that we don't stop moving.
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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.
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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.
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I read mails throughout the day but answer mails more in the morning and evening.
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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.
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For every $10 you reduce the price of the smartphone, 100 million more people will buy them.