Blake’s leadership at Rockwell often felt like a masterclass in optics over outcomes—elevating his “global thought leader” persona while the operators he relied on shouldered the real strategic risk and execution. He leaned hard into buzzword alliances and Davos-style signaling, yet routinely starved the follow-through: integration discipline lagged, product roadmaps were pitched before the plumbing was ready, and acquisitions like ICT, ASEM, and Optix were trumpeted as vision while the hard value creation was pushed onto teams he kept at arm’s length. In the end, it looked less like stewarding RA’s long-term competitiveness and more like curating a narrative that burnished his own brand, leaving others to reconcile the PowerPoint with the P&L.
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CEO has done what he was hired to do.
The RA share prices are at the all time high.
@1h8 right on schedule, the bot account posts vague alarmist views to scrounge up page activity and stoke fear into North American employees.
New tariffs imposed on Mexico and Canada will bring new uncertainty to the future of plants outside US.
All the VPs likes of Bobby. Tessa. Matt. Blake. Etc etc Etc are not inventors, innovators, or founders. These folks are simply salesmen and saleswomen with storytelling and optics managing skills. Word salad masters. The linkedIn is full of these types/calibers of folks…especially now after the tech layoffs and emergence of AI
@qn you probably was some type of first line manager blocker id--t. I have seen your type. We should have fired you a decade ago. Let me guess. MSOE grad?
Hi. I worked for Fran and frank before we “reorged “. I was let go after 25 years. Bobby. Tessa. Matt. I knew them all. Andrew h said I was a good manager. All bullsh-t. If you are young. Leave. Are Blake and O Reilly still friends. And is Veena still crushing it?
@j8 "work"
I think optix came from the Asem acquisition. Who did most of the work you mentioned on these acquisitions. Bob? Tessa? Matt?