How Roy Jakobs takes advantage of the Dutch franchise and a proactive state of mind to transform Philips into a modern leader into health technology in the 21st century

Founded in 1891 as a bulbs manufacturer, Philips turned into a leader into health technology in the 21st century. His first work in the lighting laid the basis for the development of X -ray tubes, which have become the cornerstone of his health care activity.

The 134-year-old technology company was faced with the most important crisis in its history after the United States recalling the United States in Philips, including CPAP and Bipap machines due to potential health risks. Roy Jakobs, who joined Philips in 2010, became CEO of the Dutch company in 2022, at the time of the crisis. Since then, he has helped stabilize the business. Although annual income remained stable – by reducing $ 19.5 billion in 2024 – The company’s share price increased by 81% since Jakobs took over. Although today the company’s share price remains below its 25 -year average, Jakobs undertakes to conduct a long -term turnaround.

In addition to the recall, one of the first major actions of Jakobs as CEO announced a restructuring plan which reduced 10,000 jobs, or 13% of the workforce – a decision to help the company absorb payment payments.

The increase in patient expectations – as well as technologies such as remote robotics, digital health platforms and ATM based on AI – quickly transform health care. In response, Jakobs leads to continuous innovation in Philips by improving the monitoring of hospital patients via intellivious, laptops and transport monitors – integrated perfectly with the information center on Philips IX patients for access to real -time data – and by progressing the platforms of therapy guided by the Azurion image to support minimally inviachant procedures.

“Explain why is very important,” he says. “It’s not about knowing where you are doing innovation. This is the impact. ” He underlines how crucial it is for companies to remain relevant in a constantly evolving market, and to do it honestly and with integrity.

From conference rooms to football touch lines (it’s a sports enthusiast), Jakobs brings an anchored but global state of mind shaped by its Dutch (and Philips) heritage. Whether it is to plan your calendar around family events or to arouse innovation through the continents, Jakobs illustrates what means directing with intention.

This interview has been modified for duration and clarity.

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I started working at Shell, where I managed several operations. Then I was in Elsevier. When I joined, it was still a majority company based on impression in science, and it moved very quickly.

This triggered why Philips invited me in 2010, when the lighting started to digitize quickly and the LED lighting was introduced. A major transformation of analog light to digital light was the beginning, and Philips wanted to lead. I think I can contribute to the heritage of strong global companies built in a small country, especially in key fields such as energy, science and health care.

How does the Dutch commercial style differ from that of other multinationals?

You have to think on the global scale. There is an external perspective on how you engage with the world, respecting the differences but also on opportunities. This is what the Dutch have done – get out, browse the world and seize opportunities.

Dutch people can also be very direct. I like clarity as a personal leadership style. There is the value to speak, respectfully. There is also part of the Dutchman who focuses on consensus – you must take into account many stakeholders if you want to do business. It is a force. We also think largely – about patients, people, society and sustainability. But at the same time, if you are too consensual, it can make you slower. This is something that I am aware of.

You have led a major restructuring and significant repositioning of the company. What have you learned from the experience?

You must be based on the reality you are faced with, and if you restructure respectfully and with the right intention, you will get support.

I had to considerably reduce the workforce. During the same period, we led our [employee] The commitment increased by 12 points, because the way we did. We were respectful and clear about the reasons why we did and what we wanted to achieve, which was a simpler and leaner organization and that Philips wins again.

It all depends on how you remain relevant and how you do it with the public you serve. Explain why is very important. It is not a question of knowing where you are doing innovation – this is the impact.

Philips is known for innovation intended for consumers – How did you address its communication strategy?

As a consumer brand, you have a wide range with billions of consumers. In health care, patients focus more on the best care than the brand itself.

I refocused the company by leading to a better and more care, because the health care challenge is only growing due to the growing gap between demand and supply. I also engage with the government and the relevant stakeholders on the paying side. We have been in health care for 100 years and are known as a trusted partner. While the brand of consumers differs from B2B, our inheritance and our continuous activities continue to strengthen our presence.

With challenges in China and world trade, where is your CEO goal and how to navigate these tensions?

The system is under pressure while government financing switches to energy and defense, so we must become more effective due to the reduction in health care support.

There are large differences worldwide – orders and the United States spend 20% of GDP and need efficiency, while others like Indonesia are still accumulating. China has been challenged since COVID because its economy is not in force. The country is strengthened, but it is still not back in its place. The United States still has a high demand for health care and is looking for solutions.

Prices are also something we are dealing with. Covid has made us aware of the constraints, especially if you have an overly long or too diverse supply chain. Since Covid, we have started to regionalize more. You must be local.

How do you think we can fill the productivity gap between Europe and the United States?

Philips is a large European company. We conduct many activities in other parts of the world.

You must have financial capital flows that support talented startups, especially in technology. It is easier to access capital in the United States than in Europe. We owe [fix] that.

If you want to stay competitive, you must have an energy cost that is competitive on a global scale. Europe is expensive because of its high dependence on external sources, including Russia. We must strengthen our energy infrastructure.

We have pleaded for appropriate AI regulations that support but do not overload it.

Productive

What is your morning routine that prepares you for the day?

I get up early, play sports if I can. I want to be not only a CEO, but also a father and a good husband, so careful planning is essential.

I plan my time, especially when I travel, so I can be present. I size myself for the football matches of my sons and I make sure to present themselves when it is important. A large part of the connected stay, whether with customers, stakeholders or the family, is clear communication.

Coffee or tea?

I studied in Italy, so I start with a cappuccino then I go to regular coffee or espresso. I also like tea.

Tell us a bit about your sporting interests?

I like sport for many reasons. I get energy and I also like the social aspect of sports. I play football, tennis and I also run. I like to learn sport, with the team.

I also think [sports] is very important, especially since we are a health care business. SO [we should] drive by example. It is useful to be fit for the energy we need for daily grinding.

Do you have an end of the game for your working day? Are you strict of work stopping, or do you tend to continue emails and tasks in the evening once you are at home?

I am quite flexible. Managing a global business means that sometimes I need to be early for China or Asia, or late for American work and staff [life] are intertwined.

I appreciate spending time with my family on Friday evening, especially to prepare dinner together.

Become personal

What applications or methods do you use to be more productive?

I use my iPad as a notebook, and it works for me.

Who is on your personal board?

I have a large network of people I can inspire. Some are friends, my professional coach, my sister. Sometimes people assume that CEO knows everything, but I am the first to admit if I don’t. That’s why I have a team.

As a consumer, what is your favorite business and why?

Apple. I love the design combination and user concentration.

What is your favorite kitchen for cooking or eating?

Italian. I love to eat and cook. Living in Bologna, I learned to appreciate Italian cuisine. Simple recipes give magnificent results – we have to do the same in business.

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