With a background as CEO of both Telia Sweden and Microsoft Sweden, as well as a long international career in telecom and tech, Hélène Barnekow is today an experienced and sought-after board professional. Her journey began with international studies in Lund, followed by her first job in Geneva, then multiple global companies, with her most recent foreign assignment in Boston. Throughout, she has been driven by a strong desire to understand and operate in different cultures. In this interview, she shares insights into the challenges and future of board work, why diversity and potential are critical in board recruitment, and how Executive Interim Management can serve as a strategic tool in times of rapid change.

Can you tell us about your career journey – how did you land your first board position, and what has been key to reaching where you are today?

“I studied international economics in Lund because I wanted to work and study internationally. I’ve always been interested in different cultures. My first job was at Citibank in Geneva, but I soon ended up in what we now call the tech industry – though at the time, it was more about engineering companies.

The common thread in my career is mobility and IT. I’ve worked at EMC (now Dell), lived in various places around the world, and spent many years at Ericsson and SonyEricsson. Ten years ago, I returned to Sweden and became the CEO of Telia, and later of Microsoft Sweden. I’ve worked extremely hard, but I’m also very grateful for the opportunities I’ve had.

My board journey began in 2013 when I was living in Boston and got my first board assignment at a Danish company, GN Store Nord. I had no board experience with listed companies, but the recruiter had a broad perspective and thought my profile was a good fit. I received an excellent onboarding, and the board was inclusive and supportive. It was an all-male board with a strong focus on transformation – but it was a great start.”

What lessons did you learn from that first board assignment?

“That board recruitment shouldn’t just be about checking off old requirements. You have to dare to look at potential. Conduct a skills inventory: What are we missing today, and what will we need tomorrow? That makes it easier to make smart decisions. What you don’t know from the start, you can learn.”

What do you see as the biggest general challenges boards face today?

“The biggest challenge is how quickly the world is changing. Old models no longer work. You can’t just do a competitive and situational analysis twice a year – new factors constantly emerge. Without diversity on the board, the risks increase when navigating shifts like that. Another challenge is that large companies are often stuck in a lot of formality, which makes them slow to move. At the same time, boards today must take a stance on complex issues that go far beyond business – things like sustainability, equality, war, geopolitics, and ethics. That means boards need clear values that both the management team and board can rely on.”

How do you think board work will evolve in the coming years?

“Regulations and reporting requirements are already very complex and take time away from the core business. At the same time, board members are expected to contribute more – and that’s a good thing. But it also means companies are looking for people who can take an active role and almost act as internal consultants. The increased compliance requirements are also changing a lot. It takes strong personalities who are prepared to take responsibility for issues that aren’t always directly connected to business.”

How important is it that women take up more space in boardrooms?

“It has improved significantly, but power is still unevenly distributed. There are very few female chairs of listed companies and few women leading major nomination committees – and that’s where the real power lies. When recruiters ask me for suggestions, I often give them a long list of fully qualified women. They’re often surprised they didn’t find them themselves. That shows how important networks are. Again, it’s about potential—not quotas. Bringing more women onto boards is about making better business decisions and creating more dynamism, but the responsibility lies with the owners.”

What are your thoughts on Executive Interim Management as a tool?

“I’ve worked a lot with Interim Management and think it’s a very valuable tool. Sometimes it’s about covering for a sick CFO, other times about driving a business-critical project. Different phases require different kinds of leadership – there is no single leader who is best in all situations. Interim Management is about bringing in top expertise for a specific period and then switching when the company moves into a new phase. It’s a strategic tool to ensure the right leadership at the right time.”