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 conventional way of selling products out of the catalogue no longer works; the relationship needs to become more sticky.

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

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.

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.

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

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

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.

Tech can help population health, make health more accessible, more affordable. Tech can also get people get more included in the economy and contribute and drive growth, and growth and wealth are great contributors to a safer world.

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.

Insurers reimburse critical care, not the avoidance of incidents. Therefore, investments are not targeted towards prevention.

Healthcare is a conservative marketplace.

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

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.

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.

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

Government should create the environment and incentives to stimulate investment in sustainable innovation, take away barriers, and accelerate adoption, even in turbulent economic times.

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.

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.

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

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

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.

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.

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.