Quotes from John L. Flannery

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

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

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.

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

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

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.

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

Going back to the past is not productive.

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

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.

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

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.

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

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.

We always wanted to be a big infra player in India - in sectors such as energy, healthcare, education, locomotives, etc.

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.

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.

What investors want is growth, margin, and cash.

Mergers and acquisitions, we are always looking for that.

I think, to many people in the company, I am somewhat of an outsider.

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

Energy is our largest business in India but still has huge room to grow in new areas like renewables and distributed energy - as well as traditional gas and steam turbines and services.

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