Frans van Houten Quotes
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Our health underpins our happiness and is a foundation of economic advancement.
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Insurers reimburse critical care, not the avoidance of incidents. Therefore, investments are not targeted towards prevention.
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Indeed, the Fourth Industrial Revolution will greatly lead to increased consumer health awareness and self-management and will enable individualized treatment pathways supported by tele-health care and coaching.
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We can only compete in the world against competitors from Asia, the United States, or wherever if we look at unmet needs.
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The conventional way of selling products out of the catalogue no longer works; the relationship needs to become more sticky.
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In Kenya, e-learning has taught 12,000 nurses how to treat major diseases such as HIV and malaria, compared to the 100 nurses a year that can be taught in a classroom.
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What Philips has to offer to India is to further enhance the state of healthcare for the over billion people in this country.
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The agreement to acquire Volcano significantly advances our strategy to become the leading systems integrator in image-guided therapies.
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Thanks to the digital and big data revolution, we can start to do what was previously unthinkable - to improve patient outcomes and lower healthcare costs while delivering personalized care to each individual.
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If we are going to get a grip on escalating costs, we have to focus more on prevention rather than acute care. Technology can help us do that.
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Changing the ways of governments usually doesn't happen quickly, but time is a luxury the world no longer enjoys.
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When I became CEO, I was really worried that we were in commoditized segments that were mature and no longer growing. So we made a radical pivot into health technology because that is one of the world's unmet needs.
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Health care has to be delivered as an integrated service across the entire continuum of care. This runs from healthy living and prevention to diagnosis and treatment and recovery and homecare.
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Healthcare continues to move outside the hospital and into our homes and everyday lives. With leading doctors and psychologists, for example, we've developed personal health programs designed around patients to catalyze sustainable behavioural change.
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Engagement with young people is always a refreshing break with routine. It's also a reminder of how we need to constantly keep our thinking agile and unencumbered by traditional rules.
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The entire dynamics of the lighting market are changing. Value is moving toward systems and services.
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Philips is uniquely positioned to help reshape and optimize population health management by leveraging big data and delivering care across the health continuum, from healthy living and prevention to diagnosis, minimally invasive treatment, recovery, and home care.
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As humans, we've always innovated our way out of problems, whether it was the first torch to light a dark cave or the steam engine that sparked a revolution.
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Government should seek more strategic approaches to developing dynamic, resilient infrastructure. Business must be more creative in offering financing solutions as partners with government, and people must support sustainable innovation as a public policy priority.
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Compassion, together with contractual responsibility for one's workforce, is a mark of a top employer.
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With access to professional coaching and support around the clock, patients will feel more empowered to manage their own physical wellbeing.
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Employers can assist employees in looking after their health by giving guidance on energy management, sleep and healthy eating, working relationships, and helping maintain a sense of purpose at work.
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The computer can do a much better job than the human eye, as it is much more systematic in analysing tissues.
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I came back to Philips and quickly realised that the TV business had a major performance issue and some structural challenges. Rather than try to tweak it and sit things out, we said we had to go for a structural solution.