The people inside the company are the people who define GE, not the people outside the company. — John L. Flannery Copy Share Image
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… — John L. Flannery Copy Share Image
The thought process of India was more around its potential as a cost arbitrage. We always recognised the potential of India, but we were… — John L. Flannery Copy Share Image
First and foremost, localization is a customer strategy, it's not a cost arbitrage or whatever. — John L. Flannery Copy Share Image
It's quite clear we've got strong franchises at the core of this company. — John L. Flannery Copy Share Image
I think, to many people in the company, I am somewhat of an outsider. — John L. Flannery Copy Share Image
Our collaboration in building innovative technologies will support the Make in India vision of the Indian government. — John L. Flannery Copy Share Image
In all our businesses, we are out to build local capability in four basic aspects - product line, manufacturing and supply chain, the service… — John L. Flannery Copy Share Image
When a customer is really not happy, it's a very unpleasant experience. — John L. Flannery Copy Share Image
As I looked across the company, there are three things that keep coming up that we need to work on: culture, our operating rigor,… — John L. Flannery Copy Share Image
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… — John L. Flannery Copy Share Image
Our global structuring activities and restructuring activities really don't impact India. — John L. Flannery Copy Share Image
Energy is our largest business in India but still has huge room to grow in new areas like renewables and distributed energy - as… — John L. Flannery Copy Share Image
I have a long history of looking at things from an investor's perspective by training and background. — John L. Flannery Copy Share Image
