Quotes of All Topics . Occasions . Authors
Healthcare is a conservative marketplace.
There's much unlocked potential in Philips.
Time may not be on our side, but innovation is.
I remain convinced of the compelling case for connected care.
Sometimes that Dutch consensus approach doesn't move you forward fast enough.
As soon as a disease is diagnosed, we still need someone to deliver the care.
A siloed approach between suppliers doesn't really help hospitals well enough.
Our health underpins our happiness and is a foundation of economic advancement.
When you make a courageous statement, people start to follow you, and that's nice.
Healthy people are not very motivated to manage their health. They just don't care.
How can we keep people healthy, and if they get sick, how can we treat them right the first time?
In the Asian marketplace, we need to come out with products every nine months, not every two years.
The entire dynamics of the lighting market are changing. Value is moving toward systems and services.
Our strategy is focused on driving better outcomes for patients and higher productivity for hospitals.
Compassion, together with contractual responsibility for one's workforce, is a mark of a top employer.
It has not escaped us that other competitors have also identified health as an attractive marketplace.
We started experimenting with television in 1928. For a lot of people, Philips has a lot to do with TV.
You can't have a single design for all cities. The look and feel of the streetlights are very important.
By innovating and investing in health technology, we believe that we can really change the future of health.
The computer can do a much better job than the human eye, as it is much more systematic in analysing tissues.
At the core, Philips is an innovation company. And for innovation to work, you need to look for the unmet needs.
The shift in demand is toward partners that can improve productivity, and in part, that can be done by software.
Changing the ways of governments usually doesn't happen quickly, but time is a luxury the world no longer enjoys.
Minimally invasive surgery is the way forward: the patient goes home the next day; there are fewer complications.
If we can keep you healthy, that is better. If you fall sick, you go to the hospital. Both sides, Philips is present.
In an aging world with more chronic disease, health and healthcare are enormous opportunities that we want to focus on.
We can only compete in the world against competitors from Asia, the United States, or wherever if we look at unmet needs.
Perhaps sooner than we think, African innovations will help the rest of the world create lasting social and economic value.
The conventional way of selling products out of the catalogue no longer works; the relationship needs to become more sticky.
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.
Meaningful innovation can be an important catalyst in encouraging resilience in seniors, keeping them independent and engaged.
I think, going forward, we need to be much more modest on expectations with regard to China growth: That's just being realistic.
Waste does not exist in nature because ecosystems reuse everything that grows in a never-ending cycle of efficiency and purpose.
We have transformed Philips into a focused leader in health technology, delivering innovation to help people manage their health.
The agreement to acquire Volcano significantly advances our strategy to become the leading systems integrator in image-guided therapies.
With access to professional coaching and support around the clock, patients will feel more empowered to manage their own physical wellbeing.
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.
Poor diet and sedentary behaviour have led to an increase in obesity and lifestyle-related disease and a huge rise in chronic medical conditions.
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.
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.
As humans, we've always innovated our way out of problems, whether it was the first torch to light a dark cave or the steam engine that sparked a revolution.
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.
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.
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.
In Kenya, e-learning has taught 12,000 nurses how to treat major diseases such as HIV and malaria, compared to the 100 nurses a year that can be taught in a classroom.
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.
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.
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.