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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.
John L. Flannery -
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.
John L. Flannery
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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.
John L. Flannery -
When a customer is really not happy, it's a very unpleasant experience.
John L. Flannery -
What investors want is growth, margin, and cash.
John L. Flannery -
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.
John L. Flannery -
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.
John L. Flannery -
We always wanted to be a big infra player in India - in sectors such as energy, healthcare, education, locomotives, etc.
John L. Flannery
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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.
John L. Flannery -
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.
John L. Flannery -
I think any time you increase focus, increase speed, all those are going to help any business.
John L. Flannery -
We've reinvented ourselves many, many, many times.
John L. Flannery -
No one likes to look at their stock price go down and say, 'I feel good about that.' It goes without saying.
John L. Flannery -
Mergers and acquisitions, we are always looking for that.
John L. Flannery
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We are really trying to move from being just a technology provider to being a partner with our customers.
John L. Flannery -
There will be no cost drag from digital by 2020.
John L. Flannery -
First and foremost, localization is a customer strategy, it's not a cost arbitrage or whatever.
John L. Flannery -
Understanding the customer, feeling what they are feeling, seeing what competitors are doing, you end up having a richer sense of the marketplace.
John L. Flannery -
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.
John L. Flannery -
I think, to many people in the company, I am somewhat of an outsider.
John L. Flannery
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GE is 130 years old because it keeps changing and evolving.
John L. Flannery -
We are a company built for fair and open trade.
John L. Flannery -
It's quite clear we've got strong franchises at the core of this company.
John L. Flannery -
I have a strong command of what's going on in the company.
John L. Flannery