You grew up in an entrepreneurial family, with a strong personal involvement in the family business. How 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 cyclical 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 change, is something I benefit from in my work every day. At the age of 23, I was given staff responsibility for ten people of 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 still a lot to do, but the more attention the diversity issue gets, 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 be even more important going forward, i.e. leadership based on mutual trust, sustainability, self-leadership of each individual and transparency in expectations of both leaders and employees. Many organizations have had to adapt their ways of working to manage, not control, their employees when many work remotely. Digital infrastructure has received a major boost and more people will question the need to go into an office five days a week. There are great opportunities for leaders to live as a teacher, both physically and virtually.

There is a lot of talk about the importance of finding talent. What are the most important things to consider to attract the right people?

Organizations today need to be able to demonstrate how they are acting in a sustainable way, not just 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 based on transparency where CSR is not just a paragraph in the annual report but permeates the entire purpose of the business. Personally, I am disappointed, for example, that in 2020 Swedish management teams and boards are still failing to achieve an equal distribution of women and men. Attraction is earned just like respect, organizations that succeed in earning respect will also succeed in attracting the best employees.