Nilay Patel

There's one person driving the business in the case of some of these startups.

Siemens is very old.

It's organized divisionally, and then obviously there's layers of organization between it.

How do you think about investing in the core technologies, the core platforms in that structure?

Because it seems like all of your divisions should be doing it, perhaps in redundant or repetitive ways.

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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