It's quite clear we've got strong franchises at the core of this company.
GE is 130 years old because it keeps changing and evolving.
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.
There will be no cost drag from digital by 2020.
No one likes to look at their stock price go down and say, 'I feel good about that.' It goes without saying.
We are a company built for fair and open trade.
We are fortunate to attract an energy executive as strong as Banmali Agrawala.
Our collaboration in building innovative technologies will support the Make in India vision of the Indian government.
I think any time you increase focus, increase speed, all those are going to help any business.
When a customer is really not happy, it's a very unpleasant experience.
I have a strong command of what's going on in the company.
Going back to the past is not productive.
As I looked across the company, there are three things that keep coming up that we need to work on: culture, our operating rigor, and capital allocation.
I think, to many people in the company, I am somewhat of an outsider.
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.
