Hans Vestberg quotes:

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.

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

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.

I need to build my team around my weaknesses.

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.

India is an important market for Ericsson, not only as a telecom market but also as a global hub for R&D.

Today there are two points where a car manufacturer has interaction with you as an owner of a car. One, you buy the car. Two, you go to the car shop to repair the car.

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

By the end of 2020, the only region of the world that will still have a lot of 2G connections may be Africa.

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.

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.

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.

For us to stay competitive, we're transforming our services business to be reliable and flexible.

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

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

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!'

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

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 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 said we're going to leave phones, and so we did. We sold it to Sony.

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

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.

We have the global scale, but not everyone has 4G in the world.

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

My mail address is open for anyone, and I read all my mails by myself.

I have rules for everything.

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.

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.