Lars Bondelind , Sweden

I have 30 years of experience from a broad range of technical and marketing management roles at multinational companies. I have worked with almost all kinds of technical departments except factory production. Together with some marketing experience, this has given me a very good understanding of the roles and responsibilities of the different departments that make a company.

I am now vice-president of Huawei Sweden.

When I decided to join Huawei, I was attracted to the prospect of being directly involved in the establishment of Huawei Sweden. I knew it would be another multicultural challenge.

Multiculturalism is a key element in the management of a global company like Huawei. Different cultures have different conditions. In cross-cultural environments, you must treat the local employees in a way acceptable to the place where you are.

You must learn the habits and expectations typical of the local culture, both concerning the country and the culture of local companies. The manager has to act and manage from this local knowledge to reach his objectives.

Therefore, an essential skill we need to develop is how to take advantage of the best cultural practices worldwide. I am convinced that we cannot grow to be one of the best in the world unless we are able to do this.

We must continue to employ by the criterion of competence, and we must include competence in the local culture because different nations have different frameworks of reference, that is the cultural background and experience that decide your judgment and provide you with guidance.

To succeed globally, we have to act locally.