If we are to ensure that health care remains affordable and widely available for future generations, we need to rethink radically how we provide and manage it.

Our strategy is focused on driving better outcomes for patients and higher productivity for hospitals.

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

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.

Time may not be on our side, but innovation is.

City farming is not only possible, it is the very definition of the kind of meaningful, sustainable innovation we will need to meet the grand challenges of the 21st century: climate change; population growth; ageing population; urbanization; rising demand for energy, food and water; poverty; and access to healthcare.

Should one of your employees have a physical or mental health problem, I would argue that it is as much something for the employer as the individual to contend with.

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

Employers can assist employees in looking after their health by giving guidance on energy management, sleep and healthy eating, working relationships, and helping maintain a sense of purpose at work.

What Philips has to offer to India is to further enhance the state of healthcare for the over billion people in this country.

Certain product categories become less attractive for us because, as they become mature, they become low-cost, and hence, there is less to invent. There is less to invent in a television, whereas in heath technology, there is a lot to invent. So we wanted to put our innovative power to work where it really matters.

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.

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.

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.

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.

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

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

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.

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

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

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.

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.

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

Healthcare is a conservative marketplace.

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

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.

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.

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.

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

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

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.

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.

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

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

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.

There's much unlocked potential in Philips.

I am pleased with the response of investors towards Philips Lighting and the successful pricing of the I.P.O. This strategic milestone will allow Royal Philips to focus on the fast-growing health technology market.

You can't have a single design for all cities. The look and feel of the streetlights are very important.

I think, going forward, we need to be much more modest on expectations with regard to China growth: That's just being realistic.

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.

I think of the world as geographical regions, and it excites me to think about the opportunity that Europe can have if we consider it to be the 500-million-people region that it is.

We can squabble between the siblings in Europe and not be very productive and then see China and the U.S. win over the European region. Or - and this is my preferred choice - we team up together and are the strong region that we want to be, using each others' strengths and building on our commonalities to become the smartest region in the world.

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.

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

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.

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.

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

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.

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.