Words matter. These are the best Frans van Houten Quotes, and they’re great for sharing with your friends.
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.
Lumileds is a highly successful supplier of lighting components to the general illumination, automotive, and consumer electronics markets, with a strong customer base.
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.
The shift in demand is toward partners that can improve productivity, and in part, that can be done by software.
Meaningful innovation can be an important catalyst in encouraging resilience in seniors, keeping them independent and engaged.
I’ve always flagged that it will take some time to gradually sell down our interest in lighting and basically pivot to be a medtech company focused entirely on health technology.
Certain product categories become less attractive for us because, as they become mature, they become low-cost, and hence, there is less to invent. There is less to invent in a television, whereas in heath technology, there is a lot to invent. So we wanted to put our innovative power to work where it really matters.
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.
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.
In an aging world with more chronic disease, health and healthcare are enormous opportunities that we want to focus on.
Our health underpins our happiness and is a foundation of economic advancement.
We have transformed Philips into a focused leader in health technology, delivering innovation to help people manage their health.
Philips is committed to the circular economy and is applying its principles throughout the organization. We are redesigning our products and looking at ways to capture their residual value.
If we are to ensure that healthcare remains affordable and widely available for future generations, we need to radically rethink how we provide and manage it – in collaboration with key health system partners – and apply the technology that can help achieve these changes.
What Philips has to offer to India is to further enhance the state of healthcare for the over billion people in this country.
Insurers reimburse critical care, not the avoidance of incidents. Therefore, investments are not targeted towards prevention.
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.
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.
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.
Government should create the environment and incentives to stimulate investment in sustainable innovation, take away barriers, and accelerate adoption, even in turbulent economic times.
When you make a courageous statement, people start to follow you, and that’s nice.
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.
By innovating and investing in health technology, we believe that we can really change the future of health.
First and foremost, we must take a more holistic view of patient care journeys and then better integrate workflows and technology so that the care experience is seamless and provided at the location where it makes most sense.
When you try to master the emotions of a decision and say, if you’re 50 years from now and you look back, ‘Did we take the right decisions?’ Then the decision becomes a lot easier.
We started experimenting with television in 1928. For a lot of people, Philips has a lot to do with TV.
To become the global leader in HealthTech and shape the future of the industry, we will combine our vibrant Healthcare and Consumer Lifestyle businesses into one company.
You can’t have a single design for all cities. The look and feel of the streetlights are very important.
We are very optimistic about our opportunities in China. Our toothbrushes continue to sell very well, while the growth of private hospitals diminishes the risk of government preferring domestic suppliers.
We can only compete in the world against competitors from Asia, the United States, or wherever if we look at unmet needs.
Genomics, Artificial Intelligence, and Deep Machine learning technologies are helping practitioners deliver better diagnosis and actually freeing up time for patient interaction.
I think of the world as geographical regions, and it excites me to think about the opportunity that Europe can have if we consider it to be the 500-million-people region that it is.
Changing the ways of governments usually doesn’t happen quickly, but time is a luxury the world no longer enjoys.
I think, going forward, we need to be much more modest on expectations with regard to China growth: That’s just being realistic.
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.
If we can keep you healthy, that is better. If you fall sick, you go to the hospital. Both sides, Philips is present.
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.
Concerns about the possible side-effects of connected care are swept aside by the expectations of the benefits when people are confronted with a chronic disease themselves. Resistance that could be privacy-related completely disappears.
Poor diet and sedentary behaviour have led to an increase in obesity and lifestyle-related disease and a huge rise in chronic medical conditions.
Perhaps sooner than we think, African innovations will help the rest of the world create lasting social and economic value.
Time may not be on our side, but innovation is.
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.
Healthy people are not very motivated to manage their health. They just don’t care.
Minimally invasive surgery is the way forward: the patient goes home the next day; there are fewer complications.
The agreement to acquire Volcano significantly advances our strategy to become the leading systems integrator in image-guided therapies.
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.
We are addressing duplication and complexity. At the same time, we are investing more in research and development, speeding up the time to market of new innovations, and expanding our sales force in markets where growth is to be found, like Turkey, Russia, the Mideast, China, and southeast Asia.
Sometimes that Dutch consensus approach doesn’t move you forward fast enough.
There’s much unlocked potential in Philips.
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.
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.
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.
Having a consumer brand helps us a lot. We will see more ambulatory care, and there will be a lot of new ways to deliver healthcare… and that means consumerism is going to play a bigger role.
Our strategy is focused on driving better outcomes for patients and higher productivity for hospitals.
Should one of your employees have a physical or mental health problem, I would argue that it is as much something for the employer as the individual to contend with.
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