Roland Busch

We want to do that, and this is a blueprint for the whole company.

It can go on and on.

And then we engaged people to say, let's go and you work with us now on these tracks and how to change it.

That means we give the people an opportunity to contribute, to bring their ideas, but we have a clear idea where we want to go in order to move first.

Secondly is obviously you need to communicate a lot.

You have to explain what you do because you're describing something where people don't know where it goes.

They're not experienced to work that way, but you have to talk it over and over again, explain why we do it, what's the benefit and what changes for the people.

And for some, they said, I don't experience any change.

Yes, because we don't touch everything.

We touch only things where you really can improve.

And some, we just let go because why would you fix something what's not broken?

The next one is we definitely also train our people because transformation is not just shifting boxes.

It's a different set of values.

Collaboration is a much, much more important element in it.

So we are putting a lot of emphasis in helping them also.

And change is not only a structure, it's also the processes behind the way how you lead.

And the last thing is, obviously, you also want to inject capabilities from the outside.

also on a higher level, where you have people who know what good looks like if it comes to a super professional sales organization, if it comes to AI technologies and developing models.

And this helps a lot.

And we do that all over the company, on the lower level, higher level.