Roland Busch

And the more data you have, the more capabilities you have, the stronger you are.

I mean, it's a fact.

Look at the big companies.

So therefore, we have to play the strengths of Siemens.

And this requires a different way of running this company.

This is behind our one tech company program.

which is really pulling in, I mean, horizontal as much as we can, yet respecting different go-to markets and different kind of technologies or applications of technologies, depending on the verticals we are serving.

So not losing our strengths, which we have built over so many years, while scaling horizontally.

I'll give you a little bit of insights how we did it in the past and how we do it right now.

It's all one tech company program.

In the past, we had many restructurings and many changes.

The point was a managing board.

These are typically something we have.

We have now seven people, and we used to have 15 or more, whatever.

In the past, these guys were going together with their strategies in a room, defining a new structure, laying out a New York chart, and then, dear colleagues, this is where we want to go, and we reshuffle.

You can imagine how that goes down.

This time, we created a North Star where you want to be.

The North Star is basically what I sketched to you, these fabrics, the businesses, but allow them to focus on what they need to do, focus on their customers, on their applications, but yet we want to get horizontals into it.

And then we said, this is a North Star, and here are, we call it tracks, the tracks to the North Star.

These are the points where we really want to touch, for example, our CRM system for automation, which was completely scattered.