At the core, Philips is an innovation company. And for innovation to work, you need to look for the unmet needs.

We knew we could put the company on the right side of history by decisive transformative action and by redefining our purpose to improving people's lives through innovation.

Genomics, Artificial Intelligence, and Deep Machine learning technologies are helping practitioners deliver better diagnosis and actually freeing up time for patient interaction.

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

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.

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.

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.

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.

With access to professional coaching and support around the clock, patients will feel more empowered to manage their own physical wellbeing.

Great companies need to reinvent themselves. We can do that: we can stay relevant, we can grow, and we can stay successful. It takes courage, but it's a path we've been preparing for carefully.

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.

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.

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.

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.

How can we keep people healthy, and if they get sick, how can we treat them right the first time?

It has not escaped us that other competitors have also identified health as an attractive marketplace.

Healthy people are not very motivated to manage their health. They just don't care.

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

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

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.

Meaningful innovation can be an important catalyst in encouraging resilience in seniors, keeping them independent and engaged.

Healthcare is a conservative marketplace.

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.

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.

The entire dynamics of the lighting market are changing. Value is moving toward systems and services.

We can't think in terms of designing products that we throw over the wall to customers, but instead, we need to design products that are upgradable and maintainable and that can be mined for materials and components that can be reused.

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.

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.

Perhaps sooner than we think, African innovations will help the rest of the world create lasting social and economic value.

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.

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.

Changing the ways of governments usually doesn't happen quickly, but time is a luxury the world no longer enjoys.

In the Asian marketplace, we need to come out with products every nine months, not every two years.

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.

Lumileds is a highly successful supplier of lighting components to the general illumination, automotive, and consumer electronics markets, with a strong customer base.

Poor diet and sedentary behaviour have led to an increase in obesity and lifestyle-related disease and a huge rise in chronic medical conditions.

When you make a courageous statement, people start to follow you, and that's nice.

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.

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

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.

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.

We have transformed Philips into a focused leader in health technology, delivering innovation to help people manage their health.

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.

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.

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.

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 can keep you healthy, that is better. If you fall sick, you go to the hospital. Both sides, Philips is present.

The computer can do a much better job than the human eye, as it is much more systematic in analysing tissues.