Nilay Patel

Does it make sense?

Yeah.

It does.

I've never been so excited to talk about structure with anyone as I have been with you because that seems very hard.

It seems like what you're describing to me is a multi-hundred-year-old company that has traditionally been very divisional, trying to get to some functional structures so that you can move faster.

And that traditionally has come with culture costs.

It has come with disruption inside the company.

It's come with inertia.

How are you dealing with that at a company the size of Siemens?

There's 320,000 people.

They can't all be happy with you.

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