Doustdar explained that the new mission shifts toward lasting health because many patients don't see themselves as chronically ill.
一些患者或消费者并不把自己看作慢性病患者，如果继续沿用过去的表述，公司可能与越来越多的服务对象拉开距离。
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Doustdar said strategy sets Novo's direction, culture enables execution, and brand expresses how the company wants to be seen, tying the rebrand to future strategy.
战略确定公司去哪里，文化使组织能够执行，品牌则表达公司希望怎样看待自己、怎样被外界理解。
Doustdar said one or two products cannot solve obesity, so Novo must segment populations and refine its injectable and oral portfolio.
仅靠一两款产品无法解决肥胖症问题。
Doustdar highlighted Novo's decades in hematology and endocrinology, targeting over 50% growth by 2030 versus 2026.
杜麦克谈到，公司在这些领域已有数十年积累，过去一些业务被归入罕见病，容易被忽略。围绕这一业务，诺和给出的目标是，到2030年，血液及内分泌业务在2026年基础上增长超过50%。
Doustdar said patients show greater autonomy, and Novo can leverage its reach to launch Consumer Rx in adjacent areas.
杜麦克解释，过去两三年，诺和观察到患者用药呈现出更强的自主性。诺和已具备大规模触达患者、将药物送达他们身边的能力。