Poor diet and sedentary behaviour have led to an increase in obesity and lifestyle-related disease and a huge rise in chronic medical conditions.
Frans van Houten
Minimally invasive surgery is the way forward: the patient goes home the next day; there are fewer complications.
Waste does not exist in nature because ecosystems reuse everything that grows in a never-ending cycle of efficiency and purpose.
Like all major transitions in human history, the shift from a linear to a circular economy will be a tumultuous one. It will feature heroes and pioneers, naysayers and obstacles, and moments of victory and doubt. If we persevere, however, we will put our economy back on a path of growth and sustainability.
Sustainable solutions based on innovation can create a more resilient world only if that innovation is focused on the health and well-being of its inhabitants. And it is at that point - where technology and human needs intersect - that we will find meaningful innovation.
By innovating and investing in health technology, we believe that we can really change the future of health.
Meaningful innovation can be an important catalyst in encouraging resilience in seniors, keeping them independent and engaged.
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.
Thanks to the digital and big data revolution, we can start to do what was previously unthinkable - to improve patient outcomes and lower healthcare costs while delivering personalized care to each individual.
I came back to Philips and quickly realised that the TV business had a major performance issue and some structural challenges. Rather than try to tweak it and sit things out, we said we had to go for a structural solution.
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.
Growing and aging populations are putting increased pressure on health-care systems that are already buckling under the burden of chronic diseases like cancer and diabetes.
We have transformed Philips into a focused leader in health technology, delivering innovation to help people manage their health.
Genomics, Artificial Intelligence, and Deep Machine learning technologies are helping practitioners deliver better diagnosis and actually freeing up time for patient interaction.
Healthy people are not very motivated to manage their health. They just don't care.
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.
When you make a courageous statement, people start to follow you, and that's nice.
We are very optimistic about our opportunities in China. Our toothbrushes continue to sell very well, while the growth of private hospitals diminishes the risk of government preferring domestic suppliers.
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.
Healthcare is a conservative marketplace.
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.
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.
In an aging world with more chronic disease, health and healthcare are enormous opportunities that we want to focus on.
I think, going forward, we need to be much more modest on expectations with regard to China growth: That's just being realistic.
We undertook a huge internal transformation to sharpen our customer focus, step up innovation, improve productivity to ensure competitiveness, change our culture, and simplify our ways of working so that our size and scale became a competitive advantage rather than a bureaucratic hangover after years of diversification.
In Kenya, e-learning has taught 12,000 nurses how to treat major diseases such as HIV and malaria, compared to the 100 nurses a year that can be taught in a classroom.
I remain convinced of the compelling case for connected care.
Changing the ways of governments usually doesn't happen quickly, but time is a luxury the world no longer enjoys.
If we are to ensure that healthcare remains affordable and widely available for future generations, we need to radically rethink how we provide and manage it - in collaboration with key health system partners - and apply the technology that can help achieve these changes.
We can only compete in the world against competitors from Asia, the United States, or wherever if we look at unmet needs.
The conventional way of selling products out of the catalogue no longer works; the relationship needs to become more sticky.
Insurers reimburse critical care, not the avoidance of incidents. Therefore, investments are not targeted towards prevention.
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.
Health care has to be delivered as an integrated service across the entire continuum of care. This runs from healthy living and prevention to diagnosis and treatment and recovery and homecare.
Compassion, together with contractual responsibility for one's workforce, is a mark of a top employer.
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.
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.
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.
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.
It is vital that a company's culture shows a willingness to invest in employee wellbeing with no stigma or penalty attached to prioritising good health.
What Philips has to offer to India is to further enhance the state of healthcare for the over billion people in this country.
If we can keep you healthy, that is better. If you fall sick, you go to the hospital. Both sides, Philips is present.
Our health underpins our happiness and is a foundation of economic advancement.
First and foremost, we must take a more holistic view of patient care journeys and then better integrate workflows and technology so that the care experience is seamless and provided at the location where it makes most sense.
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.
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.
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.
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.
Crucially, healthcare needs to become connected. It should become effortless for medical professionals to share relevant data with colleagues around the world. Medical devices and systems in hospitals should be able to combine multiple sources of information.
