Michael Bonsignore, CEO of
Honeywell, states that Honeywell will not be an extension of the old Honeywell
or Allied Signal.
Mr. Bonsignore acknowledged that some critical success
factors, like cash flow concerns and future earnings were a result of under
anticipation of the difficulty of the degree that the merger between Honeywell
and Allies Signal were. He further stated that the two differing cultures and
organizational methods between the two companies would be ironed out as time
progressed, by creating a newer culture from the best attributes of both
companies.
He says that Honeywell
will compensate and reward people that look for best practices from both
companies in creating a new corporate culture and punish those who do not.
Mr. Bonsignore’s statement
could indirectly be construed as a threat to those who are not on board with
the merger or his desire to successfully merge the two companies, and this
could also become a union issue should the new company be spread across right
to work states and those that are heavily unionized. I believe his sincerity is
apparent, only the choice of words could have been better.
Do you predict Honeywell
will be successful?
Honeywell will be
successful simply because of the company’s method of open communications
between its employees, customers and the general public. For example: the
Bendix brake issue that plagued an extremely small percentage of the
operational school busses. Mr. Bonsignore’s decision to alert the operators and
recall the control units at great expense to the organization, and not wait for
individual unit failures is indicative of his willingness to give back to the
community. Much like his assistance with home restoration and improvement in
communities that Honeywell has a presence.
What barriers do you see
based on what you observed in the video?
Barriers that may affect
the interoperability of the two combining companies might be as discussed in
Brown (2011, pg. 178) where behavioral strategies in structural, technological,
and behavioral changes could be impacted during and after the merger because of
cultural, trust, unwanted diversification of the organization(s) or ineffective
integrations between software, hardware and live ware with-in the organization.
What critical success
factors should Honeywell consider as it crafts its organizational strategies
around a new culture?
Honeywell should consider
and be cognizant of remembering the past and why the two companies merged,
remembering where they both came from and are now going. The new organization
should be willing to accept globalization and diversification as a present day
business model. This would also include accessibility by and to the customer(s)
realizing their needs and what they as a customer would be willing to pay for
in a service or product line. Like stated in Brown (2011, pg. 185) an OD
strategy and comprehensive approach might be the manner and method in which
jobs are designed and the way in which people are motivated. This would in-turn
inspire trust and loyalty in both employees and customer expectations would
also be satisfied.
What can you take away
from this exercise to immediately use in your career?
Mr. Bonsignore’s longevity
with the company and his willingness to go the distance in the successful
merger between Honeywell and Allied signal are apparent. That said, it is
imperative to use his attention to detail, open lines of communication, good
candor and confidence in your approach to individuals internal and external to
the organization are crucial to success.
Reference:
Brown, D. R. (2011). An
experiential approach to organization development (8th ed.). Upper Saddle
River, NJ: Prentice Hall
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