Roy Jakobs

Single source makes you dependent on fewer suppliers, then it's harder to scale up and therefore it was harder for us to kind of go with the fastest track that was kind of there, although we already kind of quadrupled our production. And so those are things. The other learning in decision making is also kind of

even being more rigorous in terms of any assessment that's out there that's on the verge of patient safety and quality, get all the voices on the table included. And one other decision that I took going to innovation is that the way how we innovate needs to change. And I said, we move from a sequential innovation approach to an integral innovation approach.

even being more rigorous in terms of any assessment that's out there that's on the verge of patient safety and quality, get all the voices on the table included. And one other decision that I took going to innovation is that the way how we innovate needs to change. And I said, we move from a sequential innovation approach to an integral innovation approach.

even being more rigorous in terms of any assessment that's out there that's on the verge of patient safety and quality, get all the voices on the table included. And one other decision that I took going to innovation is that the way how we innovate needs to change. And I said, we move from a sequential innovation approach to an integral innovation approach.

And what I mean with that very practically is that when we were innovating, we had a technology group that was coming with the greatest technology. And they would give it to a business and a product group in the business that said, okay, you turn this technology into a product.

And what I mean with that very practically is that when we were innovating, we had a technology group that was coming with the greatest technology. And they would give it to a business and a product group in the business that said, okay, you turn this technology into a product.

And what I mean with that very practically is that when we were innovating, we had a technology group that was coming with the greatest technology. And they would give it to a business and a product group in the business that said, okay, you turn this technology into a product.

And then actually that group gave it to the manufacturing team and said, now you need to make sure we can produce this unit. And then the manufacturing team was giving it to the supply team and the supply team would say, okay, now you make sure we can distribute it. And then they were giving it to the sales team and said, and now you sell it.

And then actually that group gave it to the manufacturing team and said, now you need to make sure we can produce this unit. And then the manufacturing team was giving it to the supply team and the supply team would say, okay, now you make sure we can distribute it. And then they were giving it to the sales team and said, and now you sell it.

And then actually that group gave it to the manufacturing team and said, now you need to make sure we can produce this unit. And then the manufacturing team was giving it to the supply team and the supply team would say, okay, now you make sure we can distribute it. And then they were giving it to the sales team and said, and now you sell it.

So this was a sequential approach, and then you had this matrix where it was divided up. That's where, for me, the heart of the decision was, no, we need to get these teams talking from the first moment you go through the process and do it together. So then you put... manufacturing, supply chain, sales, engineering, and R&D in one team. That's the business team.

So this was a sequential approach, and then you had this matrix where it was divided up. That's where, for me, the heart of the decision was, no, we need to get these teams talking from the first moment you go through the process and do it together. So then you put... manufacturing, supply chain, sales, engineering, and R&D in one team. That's the business team.

So this was a sequential approach, and then you had this matrix where it was divided up. That's where, for me, the heart of the decision was, no, we need to get these teams talking from the first moment you go through the process and do it together. So then you put... manufacturing, supply chain, sales, engineering, and R&D in one team. That's the business team.

So this change in accountability was very much at the heart of taking the learnings from getting into this and saying, how can we change this? It's changing at heart how we drive innovation because that's the core of what we do.

So this change in accountability was very much at the heart of taking the learnings from getting into this and saying, how can we change this? It's changing at heart how we drive innovation because that's the core of what we do.

So this change in accountability was very much at the heart of taking the learnings from getting into this and saying, how can we change this? It's changing at heart how we drive innovation because that's the core of what we do.

and then if you do that within a culture where it's very clear that patient safety and quality is the first priority that you then have the right people with the right competences to also ensure that that's being delivered then you get to a holistic approach where you have changed the way how you do innovation you put the right frame culturally around it and then you kind of put the right people on it

and then if you do that within a culture where it's very clear that patient safety and quality is the first priority that you then have the right people with the right competences to also ensure that that's being delivered then you get to a holistic approach where you have changed the way how you do innovation you put the right frame culturally around it and then you kind of put the right people on it

and then if you do that within a culture where it's very clear that patient safety and quality is the first priority that you then have the right people with the right competences to also ensure that that's being delivered then you get to a holistic approach where you have changed the way how you do innovation you put the right frame culturally around it and then you kind of put the right people on it

And then you can go on this improvement journey. Because as you also know, you don't change a company from one to the other day in full, right? There are steps you need to take. And that's kind of the journey that we have been kind of going on. We have seen and you have seen that we are very serious about it. We have been delivering our commitments. We are halfway to plan.