Roy Jakobs

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.

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.

And that's where kind of we have also enabling functions like HR, finance, quality and patient safety, clinical, that are at the lean structure kind of guiding the full company. But the real day-to-day, you want to ensure that is as close as possible to the customer segment.

And that's where kind of we have also enabling functions like HR, finance, quality and patient safety, clinical, that are at the lean structure kind of guiding the full company. But the real day-to-day, you want to ensure that is as close as possible to the customer segment.

And that's where kind of we have also enabling functions like HR, finance, quality and patient safety, clinical, that are at the lean structure kind of guiding the full company. But the real day-to-day, you want to ensure that is as close as possible to the customer segment.

It's one of the, of course, insights that I had from personal experience. I did believe it could work better in a different way. I've also worked in other companies, right? So I've not only worked in Philips, I've also experienced this in different ways. And that also helped me kind of build the belief. But moreover, it was also kind of, how do you kind of look at the company and the culture

It's one of the, of course, insights that I had from personal experience. I did believe it could work better in a different way. I've also worked in other companies, right? So I've not only worked in Philips, I've also experienced this in different ways. And that also helped me kind of build the belief. But moreover, it was also kind of, how do you kind of look at the company and the culture

It's one of the, of course, insights that I had from personal experience. I did believe it could work better in a different way. I've also worked in other companies, right? So I've not only worked in Philips, I've also experienced this in different ways. And that also helped me kind of build the belief. But moreover, it was also kind of, how do you kind of look at the company and the culture

to kind of make that work best. Because I think as much as changing a model, it's all about changing and having the people and culture focus. Because the things that actually make a model work is not the structure, it's not the process, it's the people. As a technology company, you need to be even more people-centric, is my view.

to kind of make that work best. Because I think as much as changing a model, it's all about changing and having the people and culture focus. Because the things that actually make a model work is not the structure, it's not the process, it's the people. As a technology company, you need to be even more people-centric, is my view.

to kind of make that work best. Because I think as much as changing a model, it's all about changing and having the people and culture focus. Because the things that actually make a model work is not the structure, it's not the process, it's the people. As a technology company, you need to be even more people-centric, is my view.

So I've been focusing very much on, on one hand, yes, we need to have the right operating model structure, simplify the processes, but actually I put the people back at the core of Philips, where I said, actually, it's all about the people. We need to understand the people that we serve better, our patients, our consumers, and we need to have the best people actually to serve them.

So I've been focusing very much on, on one hand, yes, we need to have the right operating model structure, simplify the processes, but actually I put the people back at the core of Philips, where I said, actually, it's all about the people. We need to understand the people that we serve better, our patients, our consumers, and we need to have the best people actually to serve them.

So I've been focusing very much on, on one hand, yes, we need to have the right operating model structure, simplify the processes, but actually I put the people back at the core of Philips, where I said, actually, it's all about the people. We need to understand the people that we serve better, our patients, our consumers, and we need to have the best people actually to serve them.

And then also a culture of impact with care, as I defined it, to actually make sure that how we work together is all focused on delivering that kind of better care and more care.

And then also a culture of impact with care, as I defined it, to actually make sure that how we work together is all focused on delivering that kind of better care and more care.

And then also a culture of impact with care, as I defined it, to actually make sure that how we work together is all focused on delivering that kind of better care and more care.

So first, I don't believe that I have the ultimate wisdom. And that's a very important starting position. So when I make a decision, I make sure, A, I am well informed. And that information I get both from outside of Philips, so making sure that you understand the context that you operate very well. So I make sure that I get...

So first, I don't believe that I have the ultimate wisdom. And that's a very important starting position. So when I make a decision, I make sure, A, I am well informed. And that information I get both from outside of Philips, so making sure that you understand the context that you operate very well. So I make sure that I get...

So first, I don't believe that I have the ultimate wisdom. And that's a very important starting position. So when I make a decision, I make sure, A, I am well informed. And that information I get both from outside of Philips, so making sure that you understand the context that you operate very well. So I make sure that I get...