Hi Anna Lindberg, you recently left the NTM Group after several successful years most recently in the role of CEO and Publisher. How has this time shaped you as a leader? What do you take with you from there in your leadership role?

It has been a real challenge, but above all a great privilege, to lead a company in a structural crisis. It has forced me to sharpen both my strategic ability, but also my courage. A structural crisis requires both an awareness of the world around us and the ability to translate strategic decisions into concrete financial results. Media, music and film are three industries that were challenged early on by digital developments, and there are many lessons to be learned from what these industries have done - and not done - over the past 20 years.
Being a responsible publisher is also challenging but hugely rewarding. It requires a high level of integrity, both as a person and as a leader, but also an intellectually defensible publishing foundation. I have worked a lot on this, to create a clear platform for publicistic decisions that are also anchored in the organization and that can be constantly communicated, both internally and externally. It's like a comprehensive set of values, which must be sharp, clear and work for every publication, every day.

You have a good habit of leading in transformation and change. What advice do you have for other leaders when it comes to keeping employees motivated in such a process?
Motivated, committed and professional employees are obviously the most important asset in any organization. At the same time, leaders cannot shy away from decisions and actions that are strategically necessary but create friction in the organization. Discussing strategies and making tough decisions is not that difficult. Implementing them is the hard part.
If I were to try to give concrete advice, I would probably think something like this:
It is important to be able to formulate and visualize the overall direction of a transformation process. Just saying that "we have to for financial reasons" is rarely motivating enough. Over the years, I have learned to be more forward-looking in this and less reactive. I think this contributes to a culture where change and development is a desired state, not a time-limited process with a static end goal.
Transparency and clarity are your greatest assets. Make sure that change processes are structured and as clear as possible, with as much easily accessible information as possible. This will reduce anxiety and uncertainty. For example, I have always informed all staff at the same time about major organizational changes, before I start union negotiations. That way, everyone knows what I and management want to achieve, not just the clubs. Then I inform as openly as I can, continuously throughout the process.
I have tried to aim for a common, professional culture in the company. Everyone in the organization, regardless of role, has a professional responsibility and mandate. I think the word professionalism is a good one, because it adds a kind of de-dramatization of situations, conflicts and driving forces. It makes it easier to meet and constructively resolve issues on everything from the work environment to skills development.

What do you think the media landscape of tomorrow will look like?
That's a complex question, because the demand for journalism remains very high, but the business model is still under pressure. I think we will continue to see changes in the media industry in Sweden, both in terms of ownership, public support systems and different types of new partnerships. There is certainly a risk of widening democratic gaps in society, with many willing to pay for free and independent journalism, but even more content with what reaches them via social feeds.
A stable, transparent and prosperous democracy is not something we can just take for granted. The existence of free and independent journalism is a social issue, not a media issue. It concerns us all.