How Roy Jacobs takes advantage of the direct and proactive Dutch to convert Philips to a modern health technology leader in the twenty -first century

Philips was founded in 1891 as a light bulb manufacturer, which turned itself into a health technology leader in the twenty -first century. Its early work in the basic lighting of the development of X -ray tubes, which has become the cornerstone of health care works.

The 134 -year -old technology company faced the most important crisis in its history after summoning Philips for 2021, including CPAP and BIPAP machines, due to potential health risks. Roy Jacobs, who joined Philips in 2010, became the CEO of the Dutch company in 2022, close to the crisis. Since then, he helped make the company stable. While the annual revenue remained fixed – as it was 19.5 billion dollars in 2024 – the company’s share price has increased by a total of 81 % since Jacobs took over. Although the company’s share price today remains less than average of 25 years, Jakobs are committed to leading a long -term transformation.

Besides the summons, it was one of the first main procedures for Jacobs as CEO announces the restructuring plan that reduced 10,000 jobs – 13 % of the workforce – a step aimed at helping the company to absorb the settlement payments.

The high expectations of patients-besides techniques such as robots, digital health platforms, and the machinery that is made by artificial intelligence-they transform health care quickly. In response to its response, Jakobs leads the constant innovation in Philips by enhancing patient monitoring in the hospital through Beedivue Bed next to the bed, and it can be worn, and incorrectly integrated transportation screens with the Philips Patient Information Center to access data in actual time-and progress on the treatment platforms for Azurion photos to support minimal procedures.

210 Philips Fortune 500 Europe ranking

“Explain why is it very important,” he says. “It is not about the place where you are creating. It is about influence.” It stresses how important companies remain relevant in a constantly changing market, frankly and frankly.

From the management halls to the football margin (it is enthusiastic about the thirsty sport), Jacobs brings a global mentality and is bound by its Dutch heritage (and Philipus). Whether this is planning to evaluate it about family events or excite innovation across the continents, Jakobs represents what it means to lead with intent.

This interview was released for length and clarity.

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To work

luck: We walk during your career journey.

I started working in coincidenceAs several operations ran. Then you are in Elsevier. When I joined, it was still a majority -dependent company in science, and moved very quickly.

This sparked the reason I invited Philips in 2010, when the lighting began to quickly and the LED lighting was served. The main shift from analog to digital lighting, and Philips wanted to drive. I feel that I can contribute to the heritage of strong international companies built in a small country, especially in major fields such as energy, science and health care.

How is the Dutch work pattern different from the colors of other multinationals?

You need to think worldwide. There is an external perspective in how you interact with the world, while respecting the differences, but also opportunities. This is what the Dutch were doing – traveling around the world, and seizing opportunities.

The Dutch can be very direct. I love clarity as a personal leadership style. There is value in speaking, with respect. There is also a part of the Dutch moved by consensus-you need to take many stakeholders in mind if you want to do business. This is strength. We also think widely – patients, people, society, and sustainability. But at the same time, if you are very driven by consensus, it may make you slower. This is something to realize.

It has led a great restructuring and a large re -position of the business. What did you learn from the experience?

You should be based on the reality you face, and if you restructure with respect and with the right intent, you will get support.

I had to reduce the number of employees significantly. In the same period, the degree of participation (employee) led us by 12 points – because of how we did so. We were respected and clear about the reason we did so and what we wanted to achieve, which was the simplest and smallest organization and to check out Philips again.

It is all about how to maintain a link and how to do it with the audience you serve. Explain why it is very important. It is not a matter of innovation – it’s a matter of influence.

“There is an external perspective in how you interact with the world, respect the differences, but also opportunities. This is what the Dutch did – travel, travel around the world, and seize opportunities.”

Roy Jacobs

Philips is famous for the innovation facing the consumer-How did you deal with the communication strategy?

As a brand for consumers, you have wide access with billions of consumers. In health care, patients focus on obtaining the best care of the brand itself.

I have re -focused the company on driving towards providing better and more care – because the challenge in health care is only increasing due to the increasing gap between demand and supply. I also deal with the government and the stakeholders concerned by motivation. We were in the field of health care for 100 years and known as a reliable partner. While the brand of consumers is different from the B2B, our old and continuous activities continue to build our existence.

With the challenges in China and Global Trade, where is your focus as an executive president, and how do these tensions move?

The system is under pressure as government financing turns into energy and defense, so we need to become more efficient due to low health care support.

There are major differences in the world – suggestions like the United States spend 20 % of gross domestic product and need efficiency, while others like Indonesia still accumulate. China has been challenged since Kofid because its economy is no longer its full power. The country is strengthening, but it is still after returning to where it was. The United States still has a strong health care demand and is looking for solutions.

Definitions are also something we deal with. We made Covid familiar with restrictions, especially if you have a very long or very varied supply chain. Since Covid we have begun to give regional character more. You should be local.

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

Philips is a large European company. We lead 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 reach capital in the United States more than Europe. We need (repair).

If you want to be able to compete, you need a competitive energy cost worldwide. Europe is expensive because of its strong dependence on external sources, including Russia. We need to enhance our energy infrastructure.

We were defending the appropriate artificial intelligence list that supports but not pumping it.

Be fruitful

What is your morning routine that puts you for today?

I wake up early, and exercise if you can. I want to be the CEO not only, but also a good father and husband, so precise planning is necessary.

I plan my time, especially when traveling, until I am present. I take the time for football matches for my children and make sure to appear when it is important. A large part of staying in contact, whether with customers, stakeholders or family, is a clear connection.

Coffee or tea?

I studied in Italy, so I start with Captino and then switch to regular coffee or espresso. I also love tea.

Tell us a little about your sports interests?

I love sports for many reasons. Get out of it, and I also love the social aspect of sports. I play football, tennis, and also run. I would like to learn from sports, with the team.

I also think (sport) is very important, especially as we are a health care company. So (must) lead the role model. There is an value to be the energy that we need for daily grinding.

Do you have a specific end for your business day? Are you strict about stopping the work, or do you tend to continue e -mails and tasks in the evening as soon as you are at home?

I am very flexible. Global business administration means that sometimes I must be early for China or Asia, or late for American and personal (life) interlocking.

I can spend time with my family on Friday nights, especially cooking with dinner together.

Get a personality

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

I use my iPad as a laptop, and this works for me.

Who is on your personal painting?

I have a wide network of people I can inspire. Some friends, professional coaches, my sister. Sometimes, people assume that the CEO knows everything, but I am the first to admit if I do not. For this reason I have a team.

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

apple. I love a mixture of design and user concentration.

What is your favorite kitchen for either cooking or eating?

Italian. I love eating and cooking. Living in Bologna, I learned to appreciate Italian cuisine. Simple recipes give great results – we must do the same in business.

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