FRANS VAN HOUTEN

I remain convinced of the compelling case for connected care.

A siloed approach between suppliers doesn't really help hospitals well enough.

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.

In an aging world with more chronic disease, health and healthcare are enormous opportunities that we want to focus on.

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.

Growing and aging populations are putting increased pressure on health-care systems that are already buckling under the burden of chronic diseases like cancer and diabetes.

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.

The agreement to acquire Volcano significantly advances our strategy to become the leading systems integrator in image-guided therapies.

Minimally invasive surgery is the way forward: the patient goes home the next day; there are fewer complications.

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.

The shift in demand is toward partners that can improve productivity, and in part, that can be done by software.

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.

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.

We typically sell a catheter lab to a hospital, and it sits there for the next 10 years, and we don't visit the cardiologist on a daily basis. Volcano have a disposable business. They are in the cath lab on a daily basis.

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.

Waste does not exist in nature because ecosystems reuse everything that grows in a never-ending cycle of efficiency and purpose.

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.

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.

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.

There's much unlocked potential in Philips.

Sometimes that Dutch consensus approach doesn't move you forward fast enough.

Time may not be on our side, but innovation is.

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.

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.