So we’re really good at products,
you know, we’re shipping 250 million products every year.
But we want to become more of a solutions and services company.
So we want to combine these products as building
blocks into something bigger.
So, for instance, we can sell an MRI machine and CT scanner.
We can sell radiology software solutions,
or we can package it into a true radiology solution that
creates better outcomes for our customers and their patients.
Now, making that step is a big one.
And so we can have that strategy and make sure that everybody
understands this right.
But it’s hard to execute.
It’s hard to execute, because all the systems, all
the incentives, all the tradition
in running the business, is actually
based on products and features, and function
and pricing of those products.
So you truly have to transform.
So you really have to change the way you design your solutions,
the way you market those solutions.
You need to bring in new capabilities that
allow you to deliver those solutions,
and do that in each of the markets that you operate.
So, you know, we operate in 120 countries.
So rolling something like this out is–
you know, is a major undertaking.
And so you need to understand that these kind
of transformational steps are not trivial and will take time,
and will take a whole lot of effort.
So I think if you assumed that, hey, OK, we’re doing products,
and tomorrow we’re going to do solutions,
and it’s just going to happen like magic.
I think that’s not the case.
So– and I think some people tend to become impatient
because they say, hey, our strategy
was solutions so why aren’t we making more progress?
Well, you’re not making more progress
because it’s so fundamental in the way you run your company.
And, therefore, you should take it step by step.
And you should make sure you set your strategy
expectations realistically.
Because they’re always grounded in your current capability,
the way you run your company now,
and big strategic changes require big change management