ISC, Legal, IT, and Finance should not wield the decision making authority that they seem to have around here. When nobody knows what the strategy is, they just sit around and let the “process” dictate what happens.
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@jt IGS president might be likable, but there is no real development of portfolio. Metrification was not finished, so it is locked to Americas market mainly. And now it does not matter at all, because AIP and TREW will install own management and remove redundancy.
@jm unless you hit from the top, good luck... VK has been probably for 20-30 yrs, and those around him. So you need to start there, otherwise just if you just try to sprinkle few in between, they have no chance, and maybe that's why they left in the 1st place. The culture is protect status quo, so those with 20+ yrs can cruise to retirement, and they will fight anyone trying to stirr it.
Coming from the IGS perspective, Honeywell’s “strategy” was to cheapen the product by sending American jobs to low cost regions, pr0stitute the business to Amazon and neglect everyone else, and ride the IP that once differentiated Intelligrated as the place to be. Current president is actually likable and strikes me as genuine, but he follows years of toxic garbage and the business is being sold (likely at a steep discount) since Honeywell couldn’t effectively manage it.
Hiring new leaders from external world does not bring any positives. We have some. Those are guys who spent couple years in some GE or whatever and now they were hired as leaders of various groups. They barely have some bachelor degree, zero knowledge, zero strategy but they are pushing more and more useless meetings, bulletins, sending various emails full of ballast. And the worst part is that in 1-3 years they move on to different role or different company. Finishing nothing.
@h2 I agree, many of these leaders choose the least risky path so they can coast into retirement. Taking real risks could jeopardize their positions, so preservation becomes the default. On top of that, a lot of them have been with the company for 20–30 years or more, often with experience limited to Honeywell and little exposure to other industries or other companies.
What’s really needed is a reset at the leadership level. Long-tenured executives/leadership, especially those in place for over two decades, should be transitioned out with packages, making room for new leadership from outside industries. Bringing in fresh perspectives, along with higher expectations and accountability, would create an environment where calculated risk-taking is actually encouraged.
Look at the auto industry: Alan Mulally came into Ford Motor Company from aerospace and played a key role in steering the company through the late-2000s crisis without a government bailout. That kind of external, decisive leadership is exactly what’s missing.
Will it happen? Unlikely. The current leadership structure is comfortable, strong compensation, stability, and little incentive to disrupt the status quo. Real change would probably require bringing in a small group of tough, no-nonsense C-level leaders with the mandate to make hard decisions and clear out entrenched leadership.
@d5 what is JANET? Is that an aerospace acronym?
This is the problem with Honeywell. Honeywell leaders are not general managers but just custodians of aged products. They do not have the functional skills, incentives or accountability to grow the business. They will not take risks, will sign up to low targets with survival as their main goal. The industry recognizes this and thus we see no CEOs emerge from Honeywell leadership.
No strong GM would join or remain at Honeywell.
Aero needs their own layoff page. I’m in PA at a site that won’t be an Aero location and I’m downright envious that Aero will 100% be the better piece of the spin.
Aerospace is indeed the future and just wait for UAP transparency is availed and we land some new Advanced Space Force contracts. Aerospace is quite literally the new tech firms but it is crucial that there is new tech that’s necessary.
Think hypersonic commercial travel, new missile and detection systems, etc.
Phoenix is strategic location to Nevada and Area 51. I wonder if the security clearances of our staff gets us on JANET flights. I bet so!
@aj Ahahahaha... ok.
@op —There is absolutely a clear and precise strategy, at least for aero. That strategy targets markets and customer with details down to the dollar, euro, pound and rupee. It covers all planned work going out to an unprecedented ten year horizon. I suspect you simply are not important enough to tell, or more likely you are too lazy to ask.
If you don’t see investment in your specific product line.. I recommend finding a way to work on stuff with a forward life.