John L. Flannery

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

Artificial intelligence, machine learning... cell therapy, immunotherapy. There's just a constant stream of investment ideas we could pursue better in that fashion.

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

Going back to the past is not productive.

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.

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.

I think I just have a different style.

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 really trying to move from being just a technology provider to being a partner with our customers.

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

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

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.