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.
Artificial intelligence, machine learning... cell therapy, immunotherapy. There's just a constant stream of investment ideas we could pursue better in that fashion.
I see a big, promising future for India's manufacturing and supply chain part of our company.
Understanding the customer, feeling what they are feeling, seeing what competitors are doing, you end up having a richer sense of the marketplace.
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.
Mergers and acquisitions, we are always looking for that.
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.
We always wanted to be a big infra player in India - in sectors such as energy, healthcare, education, locomotives, etc.
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.
First and foremost, localization is a customer strategy, it's not a cost arbitrage or whatever.
The core businesses are transforming in very futuristic ways. You know, our aviation business, very interesting things are going on, and unmanned vehicles, drone technology, and things like that.
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've reinvented ourselves many, many, many times.
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.
Our global structuring activities and restructuring activities really don't impact India.
I am very bullish and I have been bullish on India for a very long time, and I see our own business growing very substantially.
The people inside the company are the people who define GE, not the people outside the company.
We are really trying to move from being just a technology provider to being a partner with our customers.
I think I just have a different style.
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.
