We see three main things that need to be done to develop the new leadership for increased Swedish competitiveness:

1. A new management model

We need to develop leadership and an organizational model that is agile and adaptive. An organization must be able to have both stable predictable processes where needed, while competence, continuous improvement and innovation ensure agility and organizational development. The traditional boundaries around an organization are challenged and success comes more through participation in ecosystems of partnerships in the new business models characterized by openness and transparency.

The new leadership is the foundation of Quality 5.0.

2. Digitalization driven by a customer and stakeholder focus

For large groups, digitalization still means complicated and unreliable technology, not simplicity and proximity. Digitalization must be driven from a customer or user perspective instead of the IT perspective. In recent years, transparency has increased and consumers can easily compare online and evaluate different options. Being able to understand and exploit digitalization is one of the greatest opportunities of our time, but digital solutions and investments in artificial intelligence will only be successful by focusing on customer and stakeholder benefits.

3. A compass direction towards sustainable development

The 2030 Agenda and the UN Sustainable Development Goals (SDGs) lay the foundation for the transition that affects everyone. A large number of scientific studies point to the fundamental correlation that engaged employees drive customer satisfaction, resulting in economically sustainable development where organizations can adequately address their environmental and social challenges.

It is this logic and chain of connections that will be the engine of leadership, with the compass needle set on sustainable development. Sustainable business also aligns with employees' personal values, which increases engagement and motivation.