Zitat des Tages von Frans van Houten:
Changing the ways of governments usually doesn't happen quickly, but time is a luxury the world no longer enjoys.
In the back of my mind was the nagging discussion: where do we take the portfolio? You can get rid of TV, fine, but then you are in lighting and in health, and those don't have a lot to do with each other.
The global healthcare industry is undergoing a paradigm shift, providing significant opportunities for Philips to deliver more integrated solutions across the continuum of care - from prevention, diagnosis, and treatment to monitoring and aftercare.
What Philips has to offer to India is to further enhance the state of healthcare for the over billion people in this country.
Even though we live in a fast-changing world with short term-ism all around, it requires years of determination to transform a company and structurally reap the rewards. Innovation companies need to set their sights on solving unmet needs - but this approach requires focus and long-term tenacity.
You need to dismount when your horse is dead. What was relevant 20 years ago is no longer relevant today. Therefore, you need to reinvent yourself.
I am pleased with the response of investors towards Philips Lighting and the successful pricing of the I.P.O. This strategic milestone will allow Royal Philips to focus on the fast-growing health technology market.
Poor diet and sedentary behaviour have led to an increase in obesity and lifestyle-related disease and a huge rise in chronic medical conditions.
Crucially, healthcare needs to become connected. It should become effortless for medical professionals to share relevant data with colleagues around the world. Medical devices and systems in hospitals should be able to combine multiple sources of information.
Genomics, Artificial Intelligence, and Deep Machine learning technologies are helping practitioners deliver better diagnosis and actually freeing up time for patient interaction.
City farming is not only possible, it is the very definition of the kind of meaningful, sustainable innovation we will need to meet the grand challenges of the 21st century: climate change; population growth; ageing population; urbanization; rising demand for energy, food and water; poverty; and access to healthcare.
The agreement to acquire Volcano significantly advances our strategy to become the leading systems integrator in image-guided therapies.
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.
If we are to ensure that health care remains affordable and widely available for future generations, we need to rethink radically how we provide and manage it.
It is vital that a company's culture shows a willingness to invest in employee wellbeing with no stigma or penalty attached to prioritising good health.
Healthy people are not very motivated to manage their health. They just don't care.
Light is one of the basic areas that will give you comfort, but it is undergoing a technological revolution in moving from conventional lighting to semiconductor-based lighting, and as it does that, it is becoming intelligent with the transition from analogue to digital.
The entire dynamics of the lighting market are changing. Value is moving toward systems and services.
We started experimenting with television in 1928. For a lot of people, Philips has a lot to do with TV.
When you make a courageous statement, people start to follow you, and that's nice.
Price erosion in components is quite fast. If you can capitalize on that by bringing products to the market faster, you will actually gain a better margin realization.
Government should create the environment and incentives to stimulate investment in sustainable innovation, take away barriers, and accelerate adoption, even in turbulent economic times.
There's much unlocked potential in Philips.
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.
As soon as a disease is diagnosed, we still need someone to deliver the care.
The shift in demand is toward partners that can improve productivity, and in part, that can be done by software.
Perhaps sooner than we think, African innovations will help the rest of the world create lasting social and economic value.
Our myopic focus on producing and consuming as cheaply as possible has created a linear economy in which objects are briefly used and then discarded as waste.
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.
We have transformed Philips into a focused leader in health technology, delivering innovation to help people manage their health.
Our strategy is focused on driving better outcomes for patients and higher productivity for hospitals.
We undertook a huge internal transformation to sharpen our customer focus, step up innovation, improve productivity to ensure competitiveness, change our culture, and simplify our ways of working so that our size and scale became a competitive advantage rather than a bureaucratic hangover after years of diversification.
I think, going forward, we need to be much more modest on expectations with regard to China growth: That's just being realistic.
Sustainable solutions based on innovation can create a more resilient world only if that innovation is focused on the health and well-being of its inhabitants. And it is at that point - where technology and human needs intersect - that we will find meaningful innovation.
The traditional way that society looks at healthcare is to let people get terribly sick and then have an emergency room to take care of them and spend a lot of money on acute care for people who would have been kept out of hospital in the first place if they had had a lifestyle change.
We invented television and stuck with it for 50 years, and then I decided to get out of that. I would like people to know that we are broader than consumer electronics.
