You grew up in an entrepreneurial family, with a strong personal commitment to the family business. In what way has this shaped you in your current professional role?

Nothing comes for free, but if you start giving, you will get back. My father ran one of Sweden's first Chinese restaurants, and the experience from the restaurant industry, which is both sensitive to economic cycles and seasonal, forces you to constantly invent new and better ways to solve problems in a sustainable way. Understanding that change is constant, and that you choose whether you want to drive or follow the change, is something I benefit from in my work every day. At 23, I was responsible for ten people with nine different nationalities, which made me truly realize the importance of diversity and how much can be achieved if we focus on similarities and strengths rather than differences and weaknesses. George Floyd has unfortunately reminded us once again that there is much left to do, but the more attention the diversity issue receives, the more people can actively contribute to the change that is needed.

How do you think the "Corona crisis" will change the view of leadership and the way we lead our businesses in the future?

What was important before Covid-19 will become even more important going forward, i.e., leadership based on mutual trust, sustainability, self-leadership in each individual, and transparency in expectations for both leaders and employees. Many organizations have had to adapt their ways of working to lead, not control, their employees when many are working remotely. Digital infrastructure has received a real boost, and more people will question the need to go to an office five days a week. Here, there are great opportunities for leaders to lead by example, both physically and virtually.

There is a lot of talk about the importance of finding talents. What is the most important thing to consider in order to attract the right employees?

Organizations today need to be able to demonstrate how they act in a long-term sustainable manner, not only for their shareholders but for society as a whole. At Deloitte, we talk about the social enterprise, which is about including employees, the environment, partners, and society at large when we talk about business strategy. An attractive employer or workplace is built on transparency, where CSR is not just a paragraph in the annual report but permeates the entire purpose of the business. Personally, for example, I am disappointed with how Swedish management teams and boards still fail to achieve an even distribution of women and men in 2020. Attraction is earned just like respect; organizations that succeed in earning respect will also succeed in attracting the best employees.