global in its activities. Swedes were proud to see Volvo cars wherever they went, all over the world.
It is no surprise that the shareholders and car-owners were satisfied with Volvo’s dynamic leader. What I find quite interesting, however, is that he inspired such sympathy and support in the labor unions. Step by step, Gyllenhammar worked to build a very special relationship with Volvo’s workers. He created a corporate structure in which the workers enjoyed more dialogue and participation, and as a result, wasted less energy fighting. The unions knew that their company had a strong leader who was also good listener. This created trust in Gyllenhammar not just as a CEO, but as a person.
Volvo remained Pehr Gyllenhammar´s first priority throughout his time there. But very early on he also became involved with matters concerning European infrastructure. As Europe’s countries, through political and economic cooperation, were growing stronger and more united, Gyllenhammar saw new possibilities for everyone. His vision was that industry and its leaders should play an active role in developing Europe through new large-scale infrastructural projects.
In 1983 Gyllenhammar took the initiative in founding the European Round Table of Industrialists. The idea behind this organization was that European enterprises should strengthen their competitiveness and find new projects that would stimulate development and cooperation throughout Europe. To enable faster and easier movement of people and goods, new tunnels, bridges and high-speed trains were needed. Gyllenhammar described these as “missing links” in Europe.
One of these missing links was a bridge for cars and trains across Öresund between Sweden and Denmark. This issue had been discussed for decades, but without result. At the end of the 1980s, Sweden and Denmark finally reached an agreement to build the bridge. At that time I was Prime Minister in Sweden, and I can confirm that the work done by Mr Gyllenhammar and the European Round Table of Industrialists was very helpful in promoting the project.
In 1984, Gyllenhammar was asked to join the board of Reuters Holdings PLC. His participation demonstrates not just his broad capacity, but also how well-known and well-respected he had become around the world. The doors to Presidents, Prime Ministers and Ministers for Foreign Affairs were all open to him. He had friendly relations with Singapore President Lee Kuan Yew, with King Hussein of Jordan, and with David Rockefeller, to name just a few.
Pehr G Gyllenhammar is a true democrat and a person of firm liberal values. As CEO of Volvo he dissociated himself early on from the apartheid policy of South Africa. Today, he is deeply troubled that extreme right wing, nationalistic, populist and fascist forces are gaining ground in the world. He is very outspoken about the dangers we are facing, and has made his position very clear: Democracy is in danger!
In this book you will meet a colorful and charismatic person, a man with whom I have been friends for many years. Through the experiences Gyllenhammar recounts, you will encounter his unique perspective on industry, modern history, and politics. Gyllenhammar makes no secret here of the one quality he values above all others, the one quality that any person, corporation or community must possess in order to achieve the kind of long-term success that Gyllenhammar himself has enjoyed: integrity.
Ingvar Carlsson
Former Prime Minister of Sweden
INTRODUCTION
Communication
Communicate: from the classical Latin commūnicāt-…to take a share in, to make a sharer (in), to share out, to associate, to impart, to discuss together, to consult together, to bring into common use, make generally accessible.
—Oxford English Dictionary
It has been fifty years since I published my first book, Towards the Turn of the Century, at Random, a work that addressed my fundamental concern with the ability of democracy to safeguard and manage our collective future. Five decades of that envisioned “future” are now behind me, and over their course I have worked with people from all walks of life, in endeavors that include those of industry, diplomacy, politics, and the arts. In my experience, with each passing decade of increasing global interdependence there has been a growing, critical scarcity of the value-driven individual and institution.
In a world already undergoing dramatic political changes, we are, as I write this, experiencing a profound disruption to daily life in the wake of the coronavirus—one of the deadliest global pandemics in modern history. Coronavirus has upended almost every aspect of life, leaving vast numbers of people unemployed, disrupting important international exchanges of goods and services, gutting the stock market and economy, and leaving entire nations reeling in confusion and shock as they struggle to come to terms with the loss of life and instability now pervading the world. There is no way to know how long the pandemic will continue, what the ultimate toll will be, or whether and when a vaccine will be developed. What we do know is that the world will not be the same in the aftermath of this extraordinary calamity. Throughout this crisis, the American political arena has demonstrated an appalling deficiency of leadership.
The elected president of the US is self-obsessed, dangerously impulsive, poorly educated, and alarmingly uninformed. Because the democratic system creates a tabula rasa for each newly-elected commander in chief, he has been able to largely eradicate many of the people, policies, and platforms of the previous administration, often dismantling old structures but failing to replace them. Democracy’s predilection for short-termism has never been more damaging than in Washington today, where the prevailing Republican Party has virtually closed ranks behind the president even as allegations of serious political, business, and personal misconduct increase, and a constitutional crisis seems all but inevitable.
What has made it possible for one man to instigate the collapse of a 250-year-old political democracy? One considerable factor is the prevailing climate of dishonesty and double-talk legitimized and championed by President Donald Trump, a man who literally lies with impunity, both off the record and on, often compounding previous lies with new ones.
While America has presented the world with the most blatant (and therefore the most dangerous) scenarios of rapid-fire political and cultural disintegration, similar problems have arisen in numerous other parts of the world as well. Nationalist movements in Europe are on the rise as is terrorism, and Brexit has given a clear indication of the extent of the European Union’s instability. The breakdown of our ability to communicate cogently coupled with our increasing tolerance for—or unwillingness to censure—double-talk, hypocrisy, and outright prevarication in our leaders has put the whole world at risk.
The decline in our ability to communicate honestly and with integrity is a dangerous signpost. All cultures are to some extent predicated on shared identity and experience, and communal and historical connection. Language is the bastion of all of these. A leader with the power to control language and communication is one who will be able to maintain broad political and social power, for better or worse. In contemporary society, we depend upon the media and upon a free press as the most reliable means for the communication of news and information. A political leader who openly wages war on the media poses a serious risk to culture and society, one that cannot be ignored.
And who is doing the listening—who comprises most of the collective body of people that enable a leader to take and keep power? They are largely the regular workingmen and women of the society or institution in question. They are the people with whom I’ve had some of the most rewarding and gratifying experiences of my professional life. On the factory floor at Volvo and beyond, I’ve found the labor force to be more open-minded, honest, and fair than any other group, and I’ve long admired their ability to see things that even their white-collar counterparts could not.
The mutually respectful relationship I’ve had with working people over the years is not a result
