Top 25 John L. Flannery Quotes

There will be no cost drag from digital by 2020.

Our collaboration in building innovative technologies will support the Make in India vision of the Indian government.

We’ve reinvented ourselves many, many, many times.

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.

We are a company built for fair and open trade.

I have a long history of looking at things from an investor‘s perspective by training and background.

We are fortunate to attract an energy executive as strong as Banmali Agrawala.

I see a big, promising future for India’s manufacturing and supply chain part of our company.

I think I just have a different style.

Going back to the past is not productive.

When a customer is really not happy, it’s a very unpleasant experience.

Understanding the customer, feeling what they are feeling, seeing what competitors are doing, you end up having a richer sense of the marketplace.

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.

I have a strong command of what’s going on in the company.

I think any time you increase focus, increase speed, all those are going to help any business.

We have invested in many of our customers in the health care business by lending or leasing money for equipment purchases or investing in some customers to help them grow business.

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.

No one likes to look at their stock price go down and say, ‘I feel good about that.’ It goes without saying.

In all our businesses, we are out to build local capability in four basic aspects – product line, manufacturing and supply chain, the service team, and the financing and investment capability.

First and foremost, localization is a customer strategy, it’s not a cost arbitrage or whatever.

The people inside the company are the people who define GE, not the people outside the company.

Our global structuring activities and restructuring activities really don’t impact India.

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.

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.

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.