Neil I. Patel

You're describing a pretty significant set of changes in how you think about Focus, how you operate the company. As you've mentioned, Philips is a very old company. The logo for Philips is still on other parts of the company. They've been spun off. The light bulbs still have the logo on them.

How do you convince other people, consumers, healthcare professionals, patients, that the Philips you're describing today is actually Philips without all of the history and all the interconnected signifiers, that logo being everywhere?

How do you convince other people, consumers, healthcare professionals, patients, that the Philips you're describing today is actually Philips without all of the history and all the interconnected signifiers, that logo being everywhere?

How do you convince other people, consumers, healthcare professionals, patients, that the Philips you're describing today is actually Philips without all of the history and all the interconnected signifiers, that logo being everywhere?

A very dumb question. When you approve the purchase order for light bulbs across all of your facilities, do you only buy Philips light bulbs from Signify? Of course, we have the preferential purchase order for Signify.

A very dumb question. When you approve the purchase order for light bulbs across all of your facilities, do you only buy Philips light bulbs from Signify? Of course, we have the preferential purchase order for Signify.

A very dumb question. When you approve the purchase order for light bulbs across all of your facilities, do you only buy Philips light bulbs from Signify? Of course, we have the preferential purchase order for Signify.

We have to take a quick break. We'll be right back.

We have to take a quick break. We'll be right back.

We have to take a quick break. We'll be right back.

Welcome back. I'm talking to Royal Philips CEO Roy Jacobs. We love to joke that Decoder is a show about org charts. So what does it actually look like to take a big conglomerate structure and try to stream it all for the modern age? You're halfway into a pretty ambitious three year restructuring project that you announced. As part of that, you have done or you have planned 10,000 layoffs.

Welcome back. I'm talking to Royal Philips CEO Roy Jacobs. We love to joke that Decoder is a show about org charts. So what does it actually look like to take a big conglomerate structure and try to stream it all for the modern age? You're halfway into a pretty ambitious three year restructuring project that you announced. As part of that, you have done or you have planned 10,000 layoffs.

Welcome back. I'm talking to Royal Philips CEO Roy Jacobs. We love to joke that Decoder is a show about org charts. So what does it actually look like to take a big conglomerate structure and try to stream it all for the modern age? You're halfway into a pretty ambitious three year restructuring project that you announced. As part of that, you have done or you have planned 10,000 layoffs.

There's a lot of restructuring. What is the end goal? What structure do you want Royal Philips to be in?

There's a lot of restructuring. What is the end goal? What structure do you want Royal Philips to be in?

There's a lot of restructuring. What is the end goal? What structure do you want Royal Philips to be in?

You're describing going from what sounds like a very complicated matrix model to a pretty classic divisional model. You're going to have P&Ls, you're going to have segments, you're going to let people run. There might be some overlapping functions and sales or marketing or whatever inside those divisions. That's a big change.

You're describing going from what sounds like a very complicated matrix model to a pretty classic divisional model. You're going to have P&Ls, you're going to have segments, you're going to let people run. There might be some overlapping functions and sales or marketing or whatever inside those divisions. That's a big change.

You're describing going from what sounds like a very complicated matrix model to a pretty classic divisional model. You're going to have P&Ls, you're going to have segments, you're going to let people run. There might be some overlapping functions and sales or marketing or whatever inside those divisions. That's a big change.

It's also, I just would come back around to, I talked to a lot of Silicon Valley CEOs on the show, and they're all in functional structures. Everything rolls up to them and they operate Apple, famously the most functionally organized company in the world. What are the benefits to you of being in that divisional structure? That is the big change.