Roland Busch

This is my business case.

Outside in, in order to say, okay, now we believe in that.

You give your trigger.

You already know to negotiate, go forward, make a non-binding offer.

And then they work on it.

We have negotiations.

a lot of processes and it comes, we call it I proposal where we finally pull the trigger to say, no, you can invest and you can go.

So, and the decisions are, if it comes to strategies, we are engaging as many people as we can, the experts, listening to them in the boardroom.

In some cases,

We also ask them not to prepare, I mean, a super polished PowerPoint.

It's not the point.

We want to really get the content.

And then we have a very open discussion culture in our managing board with our leaders to come to better decisions.

Very often I'm also snorkeling around.

We are getting advice from others, pulling our network if it comes to certain decisions.

I would say it's a structured process, but it's a process which encourages people to speak up, to bring their opinion in order to come to better decisions.

There's a first one, and this is so super important for communication.

And you got it right.

Low voltage.

I mean, this is as mechanical as it can get.