-: I think what we see clearly, is that
the boundaries of industries become much more fluid.
You're competing with many more players,
almost all companies will one way or the other
compete with the big tech companies.
Because they are inserting themselves
between you and your customers,
you and your suppliers,
and they also, of course, become a big attraction
for our talent pool.
Ultimately, every company really has to rethink
how to become or how to act like a tech company,
they have to make sure that they are really
using technology to have a direct relationship
with their customers and their suppliers,
that they really create a spirit
of great teaming, of really being at the forefront
of developments in order to attract top talent,
but also being much more experimental
in how you approach issues,
rather than looking for the perfect solution,
working for a month, maybe years,
on something, work on something for a new product,
a new service for some weeks,
try it out, you know,
fine-tune it, and move on.
That means working across different functions.
Bringing the relevant people together
rather than having them work in sequence,
working them together in one room,
getting solutions done.
Decentralize the decision making,
give people a lot more responsibility
and opportunity really to see the results
of their actions very quickly.
The way you lead people really has to change.
You enable and empower people
to really make decisions on customers on suppliers
on interaction within a team,
they know the direction,
but the specifics they can always decide themselves
and the leaders have to really empower
and enable people to make sure
that they have the right capabilities,
the right spirit, but also, I think,
the confidence that whatever they do
will be supported.