John L. Flannery Quotes
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We have invested in many of our customers in the health care business by lending or leasing money for equipment purchases or investing in some customers to help them grow business.
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I am very bullish and I have been bullish on India for a very long time, and I see our own business growing very substantially.
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Energy is our largest business in India but still has huge room to grow in new areas like renewables and distributed energy - as well as traditional gas and steam turbines and services.
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When a customer is really not happy, it's a very unpleasant experience.
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What investors want is growth, margin, and cash.
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We are growing both in the U.S. and in India, and all our business plans are made accordingly. So we are expanding both in U.S. and in India.
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The thought process of India was more around its potential as a cost arbitrage. We always recognised the potential of India, but we were more coming from how can we fit into cost structure rather than selling things here.
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As I looked across the company, there are three things that keep coming up that we need to work on: culture, our operating rigor, and capital allocation.
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We always wanted to be a big infra player in India - in sectors such as energy, healthcare, education, locomotives, etc.
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I think any time you increase focus, increase speed, all those are going to help any business.
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The core businesses are transforming in very futuristic ways. You know, our aviation business, very interesting things are going on, and unmanned vehicles, drone technology, and things like that.
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We've reinvented ourselves many, many, many times.
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No one likes to look at their stock price go down and say, 'I feel good about that.' It goes without saying.
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Mergers and acquisitions, we are always looking for that.
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We are really trying to move from being just a technology provider to being a partner with our customers.
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There will be no cost drag from digital by 2020.
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Understanding the customer, feeling what they are feeling, seeing what competitors are doing, you end up having a richer sense of the marketplace.
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First and foremost, localization is a customer strategy, it's not a cost arbitrage or whatever.
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The teams and how we perform and how we deal with customers, how we invest in the things we do right now - that's what writes the story for GE.
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I think, to many people in the company, I am somewhat of an outsider.
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GE is 130 years old because it keeps changing and evolving.
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We are a company built for fair and open trade.
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It's quite clear we've got strong franchises at the core of this company.
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I have a strong command of what's going on in the company.