Words matter. These are the best John L. Flannery Quotes, and they’re great for sharing with your friends.
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.
Our collaboration in building innovative technologies will support the Make in India vision of the Indian government.
We are a company built for fair and open trade.
GE is 130 years old because it keeps changing and evolving.
We are really trying to move from being just a technology provider to being a partner with our customers.
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.
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.
No one likes to look at their stock price go down and say, ‘I feel good about that.’ It goes without saying.
The people inside the company are the people who define GE, not the people outside the company.
We always wanted to be a big infra player in India – in sectors such as energy, healthcare, education, locomotives, etc.
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.
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.
In the U.S., a lot of small manufacturers are pretty good. I don’t see any reason why India won’t make the same progress in manufacturing as it did in services.
If you look across a 30-year career in the company, I’ve executed in a wide arrange of environments. In financial services all around the world, in industrial businesses, and in the acquisition and strategy work.
Going back to the past is not productive.
We’ve reinvented ourselves many, many, many times.
I have a strong command of what’s going on in the company.
Our global structuring activities and restructuring activities really don’t impact India.
I think any time you increase focus, increase speed, all those are going to help any business.
Mergers and acquisitions, we are always looking for that.
It’s quite clear we’ve got strong franchises at the core of this company.
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.
First and foremost, localization is a customer strategy, it’s not a cost arbitrage or whatever.
When a customer is really not happy, it’s a very unpleasant experience.
I think I just have a different style.
