Roy Jakobs

They want to spend their time on caring for the patient, on doing the best intervention and actually making the best diagnosis. And therefore, when we think about what they experience and how we can help Thinking in an open manner, connecting the different systems, making it easy to work with is something that actually we really put a lot of focus on.

They want to spend their time on caring for the patient, on doing the best intervention and actually making the best diagnosis. And therefore, when we think about what they experience and how we can help Thinking in an open manner, connecting the different systems, making it easy to work with is something that actually we really put a lot of focus on.

What was important when I started and looking also at kind of how can we increase our impact? Because I really took the impact lens. I said, we need to adapt to an environment which is very volatile, which actually requires more agility. which also is under pressure because if you look to our customers, they're under pressure from resources, affordability. So we need to be lean.

What was important when I started and looking also at kind of how can we increase our impact? Because I really took the impact lens. I said, we need to adapt to an environment which is very volatile, which actually requires more agility. which also is under pressure because if you look to our customers, they're under pressure from resources, affordability. So we need to be lean.

What was important when I started and looking also at kind of how can we increase our impact? Because I really took the impact lens. I said, we need to adapt to an environment which is very volatile, which actually requires more agility. which also is under pressure because if you look to our customers, they're under pressure from resources, affordability. So we need to be lean.

And what is clear, if you run a big ship like Philips, you need to be clear who is doing what and especially clarify better what the accountabilities are. So when I came out with my plan for Philips to create a sustainable impact, I said from an structure perspective, I want to go to a simplified operating model. And I made a few important interventions.

And what is clear, if you run a big ship like Philips, you need to be clear who is doing what and especially clarify better what the accountabilities are. So when I came out with my plan for Philips to create a sustainable impact, I said from an structure perspective, I want to go to a simplified operating model. And I made a few important interventions.

And what is clear, if you run a big ship like Philips, you need to be clear who is doing what and especially clarify better what the accountabilities are. So when I came out with my plan for Philips to create a sustainable impact, I said from an structure perspective, I want to go to a simplified operating model. And I made a few important interventions.

The first I said, whilst we were coming from a matrix in which we had businesses making products, regions selling products, and functions giving specific functional expertise like quality or innovation or finance, They had a divide and conquer about who is doing what and we had a joint P&L. I said I put businesses in the lead and the businesses take care of serving a specific segment.

The first I said, whilst we were coming from a matrix in which we had businesses making products, regions selling products, and functions giving specific functional expertise like quality or innovation or finance, They had a divide and conquer about who is doing what and we had a joint P&L. I said I put businesses in the lead and the businesses take care of serving a specific segment.

The first I said, whilst we were coming from a matrix in which we had businesses making products, regions selling products, and functions giving specific functional expertise like quality or innovation or finance, They had a divide and conquer about who is doing what and we had a joint P&L. I said I put businesses in the lead and the businesses take care of serving a specific segment.

So again, going back to what we discussed earlier, if we are in the segment of monitoring, The business has the full P&L accountability. We are bringing the functions into the business. We lean out the total organization so that there are less handover points or you're more agile. At the same time, you make sure that you simplify the process so that people can work in a faster and better way.

So again, going back to what we discussed earlier, if we are in the segment of monitoring, The business has the full P&L accountability. We are bringing the functions into the business. We lean out the total organization so that there are less handover points or you're more agile. At the same time, you make sure that you simplify the process so that people can work in a faster and better way.

So again, going back to what we discussed earlier, if we are in the segment of monitoring, The business has the full P&L accountability. We are bringing the functions into the business. We lean out the total organization so that there are less handover points or you're more agile. At the same time, you make sure that you simplify the process so that people can work in a faster and better way.

So there was on one hand, you changed the way how you kind of put the accountability, business in the lead. You kind of go to leaner structure. And then as a result, also you make sure that kind of you do it with less roles.

So there was on one hand, you changed the way how you kind of put the accountability, business in the lead. You kind of go to leaner structure. And then as a result, also you make sure that kind of you do it with less roles.

So there was on one hand, you changed the way how you kind of put the accountability, business in the lead. You kind of go to leaner structure. And then as a result, also you make sure that kind of you do it with less roles.

So the 10,000 roles that we reused was a very tough measure because of course these are all dear colleagues that have been working with great passion for the cause of Philips and for betterment of healthcare, but actually to make the company future fit, this was a necessary intervention. And by now we have reduced 9,000 of those roles already.

So the 10,000 roles that we reused was a very tough measure because of course these are all dear colleagues that have been working with great passion for the cause of Philips and for betterment of healthcare, but actually to make the company future fit, this was a necessary intervention. And by now we have reduced 9,000 of those roles already.

So the 10,000 roles that we reused was a very tough measure because of course these are all dear colleagues that have been working with great passion for the cause of Philips and for betterment of healthcare, but actually to make the company future fit, this was a necessary intervention. And by now we have reduced 9,000 of those roles already.