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There is a wide range of opportunities for us and we see a main part of our strategy as being a company that supplies products across a range of different end applications and indeed we have quite a wide product portfolio which we enhance each year.

Companies will need to pursue a more diversified business model, but I think those companies that have what I call a focused diversified business model will be more successful.

I like multinational companies. They may have 40 to 60 percent of their engines of growth in the United States, but I do like the diversification of being more global.

It takes a while for executives to understand that every company is a spatial company, fundamentally: where are our assets, where are our customers, where are our sales. But when they get it, they light up and say, 'I want to get the geographic advantage.'

A lot of companies are global.

There's a pure and simple business case for diversity: Companies that are more diverse are more successful.

But we had a pretty diversified portfolio of businesses around the world and things tended to offset each other. But one or two years ago, we had a lot of things happening at the same time.

Diversification and globalization are the keys to the future.

Being a conglomerate, each of our businesses has a different challenge; business landscape is different for each business. It makes it challenging as well as exciting.

We don't market products narrowly. We market big stories about the industry, things that matter to a lot of people.