Nilay Patel

There's a lot of things in the world to operate.

How do you organize the company?

How do you think about where there's opportunity and where there's growth and investment?

And then how do you think about your resources there?

Because it seems like we operate things for everyone.

That's a pretty wide remit that you could focus down in any number of ways.

I'm very curious to talk to you about AI and automation.

I think that's very important.

I think Digital Twins, you've been in for a minute.

I'm curious about that.

It seems like the future of automation is very rich.

We're moving from Siemens automating a lot of atoms, automating the physical world, to automating bits.

And that's a long conversation that I want to come to.

I just want to stay focused on the company.

for one more turn here and kind of ask the decoder questions because I feel like the structure of Siemens says a lot about the company itself.

I was reading your last letter to shareholders.

You were talking about how you divested portfolio companies where you weren't the best owner.

You're exiting some businesses.

You're obviously investing in others.

How is Siemens organized today?