It has been over six months since I left Honeywell. And in that time that time looking back retrospectively, failed managers at Honeywell are constantly trying to keep their talent cheap and over worked.
Seeing people leave for more money was always a sign of hope that people are capable of more. Often managers are forced to offer, less than ideal candidates for rather serious roles. Seeing work flows occurred by people doing the minimum, or even just resume building for the presumed manager role in the future was scary.
If, and that is a big if, you find another role. Jump. It will be only be the best decision of your life. At least for me it was a less of a gamble, but rather, a healthy environment where you are treated like an adult and have actual opportunities to learn, grow and yes advance.
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Any specific failed managers in BA come to mind?
@ff -- honeywell has a trajectory closer to Kodak or xerox. Xrx was $163 in 1999. hope you sold... today that household name is a $300M market cap selling for under $2.50
narrowing the portfolio of products definitely makes honeywell a riskier business.
@12b so true! And the pathway to NPI success is Growth Practicums and Alex Osterwalder’s programs. And the company burns cash for that and lets go of diligent engineering staff.
@bh from all those miserably failed only KD is still with HON, and he is in charge of strategy and offering management! Deployed strategy portal that hundreds of people worked on it and nobody is using it. Destroyed the offering management team and started outsourcing training to push his accountability and blame consultants. Surreal! This company is sc--wed up because of such idio@s and board is still keeping them.
"Technology bo-m and marketing ingenuity"
Ha ha ha... no. Nice try, I needed the laugh.
A phrase I've heard in more than one venue: "Honeywell: Yesterday's technology, delivered tomorrow or whenever we can clear the backorders"
@py you get promoted for potential not performance. Bravo
I was a failed manager and got promoted to Director. I was a failed director and got promoted to Sr. Director. I was a failed Sr. Director and was promoted to VP. I am getting tired of so much failure.
For all of you who think it’s “just the stock price”, you are all wrong. Maybe capital doesn’t prefer Honeywell RIGHT NOW, but it does not mean we are a bad company.
Sources of upside potential.
- M&A target (not in force sales mode)
- Efficiency gain. Our company is remarkably inefficient.
- Technology bo-m and marketing ingenuity
brand is not growth.
everything you need to know about honeywell is in the stock price chart.
years and years and years of no organic growth.
end of story.
chart the S&P , DJI, and Honeywell on the same chart.. do 1yr.. 5yrs.. 10yrs..
now ..how about you get paid only in stock?
( you mean like they changed the 401k to ? now why did they do that?)
grow or die. only options.
LOL those Indians writing nonsense here. VK devastated HBT and now is doing the same for the rest of Honeywell.
@ef
I disagree. VK is creating a massive brand in India which is one of fastest growing economies. And if Honeywell is successful in India, meta and China then the overall growth will take place.
Honeywell once had an amazing reputation and it still has a good one - just not overwhelmingly good. Honeywell will become a brand like CocaCola - the context is strong for it.
I hope VK is the leader for the Honeywell renaissance that is to come.
@OP managers do not have much of a saying, believe me. All is pushed from the top. Salaries are kep low due to HR and leadership.
There is no incentive for a manager to keep his reports on low salaries so they leave, and s/he has to hire and train a new one, and in meantime cover the work that previous employee left - this will cost a lot of headache for that manager for 6 mo to 1 yr.
So it is HR and Leadership that keeps the wages low.
@bh I don't agree.
1st If he was coming from outside I would agree, he did not know, but he was CEO of HBT and PMT or whatever names had, so he is as much as to be blamed as DA.
2nd As CEO you are paid to be successful and not to find blames, he failed at his task of growing the company, and mainly because the same he did to DA others did to him - leadership does not want to heat the truth and in the process only people that say things that leadership likes survicve, and this to the cost of Honeywell, because math does not lie, not matter how much you can sugercoat. So VK never told the truth to DA, and now others are doing to VK - what goes around comes around.
@b5 I agree that VK has a tough job and was handed over a sinking ship by DA, JW and had a HCE run by KD and RM. Since the dry M&A period and failure of HCE under DA, VK has taken the right steps to clean up the mess and revive M&A. DA bailed on the ship just before it sank.
Somehow, VK feels like John Flannery at GE who inherited a sinking ship and bubble about to pop. All indications seem to show that there will be a new CEO to steer the future of Honeywell after the split.
My best wishes to VK acknowledging that he at least took steps to improve the mess he inherited.
VK is a great ceo though. We would be doing much worse without him.
Well, I'm a manager and had a team. Without telling me or my manager, the entire team was removed. Now the pressure is on me to deliver both the work of the team and my own work without any staffing.
Just saying that it is not our choice and even we are in the dark for some of these purges.