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Honeywell's split into three and Vimal Kapur's automation strategy

Semafor says Kapur tries to spend roughly a third of his time with customers to test strategic decisions.

SemaforSE
1 Source, 4h ago, first seen 4h ago

TLDR

Semafor describes Kapur's account of separating Honeywell into three companies while building Honeywell Technologies into a focused automation company. Kapur says the challenge is gaining the advantages of focus without giving up the benefits of scale. He also argues that a CEO should have a founder's mindset about products and innovation.

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1.3K

1 Source, first seen 4h ago

1 likes1 comments

Combined views

1.3K

1 Source, first seen 4h ago

1 likes1 comments

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1 Source

Semafor@semafor🟡 After nearly four decades at @honeywell, Vimal Kapur reached the top — and then took on the task of breaking the 140-year-old industrial conglomerate into three companies. Kapur tells @PennyPritzker and @Edgecliffe how he managed that separation while simultaneously building Honeywell Technologies into a focused automation company, reshaping its portfolio and deciding where the new business should compete. The challenge, he says, is capturing the advantages of focus without giving up the benefits of scale. A big part of that judgment comes from staying close to customers. Kapur explains why he tries to spend roughly a third of his time with them, how those conversations help test major strategic decisions, and why he believes “the CEO should have a founder’s mindset” when it comes to products, innovation, and the future of the business.4h
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    1 Source

    Semafor@semafor🟡 After nearly four decades at @honeywell, Vimal Kapur reached the top — and then took on the task of breaking the 140-year-old industrial conglomerate into three companies. Kapur tells @PennyPritzker and @Edgecliffe how he managed that separation while simultaneously building Honeywell Technologies into a focused automation company, reshaping its portfolio and deciding where the new business should compete. The challenge, he says, is capturing the advantages of focus without giving up the benefits of scale. A big part of that judgment comes from staying close to customers. Kapur explains why he tries to spend roughly a third of his time with them, how those conversations help test major strategic decisions, and why he believes “the CEO should have a founder’s mindset” when it comes to products, innovation, and the future of the business.4h
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