Q: How would you describe the 125-year journey of Roche in terms of the learning and mistakes?
[Hoffman]
>Roche Holding AG is one of the oldest healthcare companies in the world
>Made more goods than mistakes in the past 125 years
Q: What do the next 125 years look like?
[Hoffman]
>The next 125 years look more challenging than the past 125 years
>Front winds are stronger than they were in the past
[Duschmale]
>Look back at 125 years to see how the company re-invented itself and stayed relevant, while the world around it changed dramatically
Q: How do you think you are able to separate ownership and executing business efficiently?
[Hoffman]
>Fourth and fifth generation are in the business now
>The idea that ownership is an active role takes a while to demonstrate and put into practice
>Role of an owner is not the same as that of a manager
>A manager needs to go into the detail of the presentation of strategy
>Owner, in a family ownership, needs to be able to dispose and organise things in the long term
>Owner needs to have an understanding of the business, to be able to take the big strategy direction for the company
Q: What kind of strategic changes have you initiated after the pandemic, and what do they mean for India?
[Hoffman]
>Strategies didn’t change only because the outside conditions changed
>Working on a strategy with one side on diagnostics, and the other side on pharmaceuticals
>Diagnostics has demonstrated its value in dealing with public health during the pandemic
>Operating principal of the company: Go where science takes you
>Strategic vision is important, but at times we need to do a reality check
Q: What are your thoughts on the role of India during Covid19?
[Duschmalé]
>Vaccination programme that India managed to put together is stunning
[Hoffmann]
>Want to see what a country of 1.4 billion people is spectacularly managing the vaccination programme
 "Can Roche stay ahead of the competition in the next 125 years?")
