Anna, today you are publishing the list of Sweden's most valuable brands. Can you see any common denominators among leaders in companies with successful brands?

I have had the privilege of working with business leaders from many different countries, cultures, and industries. Despite many differences, I have noticed that the success factors are often the same regardless of industry or cultural affiliation. What stands out as a common denominator behind success is courage. Courage to dare to go against the flow, courage to dare to stand out. There is a power in daring to trust your gut feeling, after of course first taking in all the basic facts. Not least in an environment that is often characterized by risk-averse doom-mongering. The best ideas are generated when we dare to stretch our comfort zone. Successful leaders recognize that they do not always have all the answers themselves and encourage a culture with employees who dare to test new approaches. Such a culture often exhibits a higher tolerance for mistakes. I feel that we have moved towards a society where mistakes have become a bad thing. This is illustrated, among other things, by the fact that politicians and companies today hire an armada of communicators and PR agencies who stand ready with arguments and defenses against all possible attacks. Why not instead use parts of the budget to generate new ideas, products, and services? If something goes wrong, why not admit frankly that it didn't quite turn out as intended but that the attempt contributed to important new lessons? It is through mistakes that we learn and grow. The most successful business leaders I have met work outside their comfort zone and also encourage others to do so. Every day.

We live in a world where development is happening faster and faster, we are more interconnected than ever before, and customers are used to the world being at their feet just by pressing a button. How do you see the role of the leader of the future?
Decisiveness will become increasingly important. Therefore, the internal decision-making machinery must be lubricated so that it keeps up with the pace. The employees must of course be on board, it is out in the ranks that the decisions are implemented. Decisiveness and democracy must not be in opposition, but decisions must still be able to be made faster and communicated with greater clarity than ever before. Discipline is another thing that will be needed as the playing field becomes increasingly fragmented. The holy grail of brand development is to be consistent. IKEA, which today is crowned as Sweden's most valuable brand, is a perfect example of how discipline has contributed to strengthening the brand. Central leadership regarding brand development and collaboration across borders (areas of responsibility, countries, business units) are prerequisites for the creation of strong brands.

What are your own future plans?
I will continue to engage in brand valuation and strategy and brand consulting. Preferably combined with more board assignments in organizations that are on exciting journeys of change.