In my final months before retirement, I feel compelled to give my opinion on what went wrong here. The problems started when Honeywell started promoting people for political savvy rather than operational competence. Slowly but surely, the culture shifted from solving problems to avoiding blame. Today, we have layers of management whose sole function is to create PowerPoints justifying their existence, while actual work happens despite the bureaucracy, not because of it. As a result, our best young talent either leaves within two years or learns to game the system. I used to believe we could turn things around, but now I see it's terminal. To anyone early in their career: learn what you can here, but don't internalize these broken processes as "how business works." There are better models out there - go find them.
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You have hit the nail on the head! This just about sums up what happened:
- promoting people for political savvy rather than operational excellence
- resulting in culture change from problem solving to blame avoidance
@da Our location has many OM leaders with lots of NPI and product management experience. Why not leaving transformation to these folks or running it at business level. I heard a lot of similar comments from my manager about corporate team and how sc--wed up they are.
@cs that is called the PIDOMA method, pulled it directly out my a$$. A very common method in Honeywell.
@cs the corporate OM leadership is very mediocre. They recently fired the VP and put a red beard clown who has been transforming the OM function for 4 years. For sure Corp OM makes decisions based on made up numbers but they also measure my MIP performance inaccurately which pi---s me off.
VK is a scapegoat put in place for the sole purpose of breaking the company up and then taking the blame when the stock goes nowhere post breakup. He has zero vision.
Meanwhile nothing “went wrong” with the company. The executives did exactly what they planned to do and retired rich with their financial friends as a result. NOTHING else matters .. employees are raw material and customers are simply pockets to drain. Mission accomplished.
I am retired now. Make sure you've got your Medicare all lined out before you actually need it.
As to Honeywell, VK has at least been trying to right the ship after the mismanagement of the DA, JW, and others, but he has a tremendous hole to dig out of. At some point he will most likely give up and just try to get as much out of her as he can. I think that is what we are seeing now. Good luck!
As a newer to Honeywell but solidly mid career employee, I'm shocked just how shoddy the data is supporting major decisions. I've seen a few multi-million dollar investments rammed through on essentially made up numbers pulled out of the air.
The quality of decision making I've seen from the m&a and offering management functions is just pathetic. It is like people went and got MBAs then thought their class projects were how the real world worked.
The sole role of HR is to implement the horrible policies and procedures deemed correct by dear leader. They serve no role with employee well being or prosperity.
The biggest issue at corporate, HR function does not have talent management muscle at all. It is unbelievable how primitive they operate, that is why you see a lot of people with big mouth get promoted who are clueless about the real work.
PowerPoint creation is fine; however the incomplete data is driving conclusions and that is not acceptable. I am not sure how VK cannot see it from where he sits.
Bring back DEI. I was getting promoted and now I'm stuck.
Your 100% correct on this. All is now make sure box is green so can make the metrics numbers. How does that fix what is needed out in the work area. Also true on the political stuff wierd how it's quiet down on certain things example DEI pride month so on.