Roy Jakobs

We actually see that in increased engagement, as well as increased margin, as well as growth that comes back and the execution on the plan that we are ahead of, even in the role reduction, which was very tough and we did in a very short amount of time.

Yeah, it's working for us. I think for me, you kind of design your operating model or your organization to serve your customers in the best possible way, because that will make you successful. So when thinking about that and being an innovation company, I thought about how can you make sure that you deliver the most relevant innovations for the different segments that you serve?

Yeah, it's working for us. I think for me, you kind of design your operating model or your organization to serve your customers in the best possible way, because that will make you successful. So when thinking about that and being an innovation company, I thought about how can you make sure that you deliver the most relevant innovations for the different segments that you serve?

Yeah, it's working for us. I think for me, you kind of design your operating model or your organization to serve your customers in the best possible way, because that will make you successful. So when thinking about that and being an innovation company, I thought about how can you make sure that you deliver the most relevant innovations for the different segments that you serve?

And monitoring is a very different segment than imaging, is a very different segment than interventional therapy or personal health. So that's why I said, okay, I strongly believe that I actually want to organize for delivering the best service and innovations to those segments by building the end-to-end core structure of a company, the processes and the division structure around that.

And monitoring is a very different segment than imaging, is a very different segment than interventional therapy or personal health. So that's why I said, okay, I strongly believe that I actually want to organize for delivering the best service and innovations to those segments by building the end-to-end core structure of a company, the processes and the division structure around that.

And monitoring is a very different segment than imaging, is a very different segment than interventional therapy or personal health. So that's why I said, okay, I strongly believe that I actually want to organize for delivering the best service and innovations to those segments by building the end-to-end core structure of a company, the processes and the division structure around that.

So business is in the lead. That has kind of been my prevailing design principle. to kind of get the company into this shape. And if you look to healthcare, actually you see this is also a model which is practiced more because actually you see that people kind of get to do the specific needs of those segments that you need to kind of be very close to innovate. And I give you an example.

So business is in the lead. That has kind of been my prevailing design principle. to kind of get the company into this shape. And if you look to healthcare, actually you see this is also a model which is practiced more because actually you see that people kind of get to do the specific needs of those segments that you need to kind of be very close to innovate. And I give you an example.

So business is in the lead. That has kind of been my prevailing design principle. to kind of get the company into this shape. And if you look to healthcare, actually you see this is also a model which is practiced more because actually you see that people kind of get to do the specific needs of those segments that you need to kind of be very close to innovate. And I give you an example.

If you want to know how you need to deliver a next bedside monitor or a next kind of software product, you need to be very deeply embedded in the work process of a doctor. or of a nurse, and that's different for the different disease areas, that's different for the different kind of parts of the organization of hospitals.

If you want to know how you need to deliver a next bedside monitor or a next kind of software product, you need to be very deeply embedded in the work process of a doctor. or of a nurse, and that's different for the different disease areas, that's different for the different kind of parts of the organization of hospitals.

If you want to know how you need to deliver a next bedside monitor or a next kind of software product, you need to be very deeply embedded in the work process of a doctor. or of a nurse, and that's different for the different disease areas, that's different for the different kind of parts of the organization of hospitals.

So actually we reflect in part our customers, because when we sell our monitors, we will talk to the chief nurse or the CIO of an healthcare institution. If we sell our imaging equipment, we will talk to the head of radiology and also the informatics department because it, of course, is kind of digitizing very fast.

So actually we reflect in part our customers, because when we sell our monitors, we will talk to the chief nurse or the CIO of an healthcare institution. If we sell our imaging equipment, we will talk to the head of radiology and also the informatics department because it, of course, is kind of digitizing very fast.

So actually we reflect in part our customers, because when we sell our monitors, we will talk to the chief nurse or the CIO of an healthcare institution. If we sell our imaging equipment, we will talk to the head of radiology and also the informatics department because it, of course, is kind of digitizing very fast.

If we talk about interventional, we will talk to the cardiologist or the neurologist or the kind of interventional neurologist or cardiologist, right? So you cater to the specific audiences and then you say, okay, what do we need to do to serve them best?

If we talk about interventional, we will talk to the cardiologist or the neurologist or the kind of interventional neurologist or cardiologist, right? So you cater to the specific audiences and then you say, okay, what do we need to do to serve them best?

If we talk about interventional, we will talk to the cardiologist or the neurologist or the kind of interventional neurologist or cardiologist, right? So you cater to the specific audiences and then you say, okay, what do we need to do to serve them best?

And they also have different kind of, not only innovation needs, but also different supply chain needs, different fulfillment models, different business models. So that's why kind of to really be specific to them, we organize, but still do it in a lean way and make sure that, of course, you also learn as a company.