Workflow
关于全球化,中国企业最该知道的三件事——专访霍尼韦尔前CEO高德威

Core Insights - The article emphasizes the importance of localization in globalization strategies, highlighting that compliance costs cannot be compromised and must respect the efforts of employees working abroad [2][3][14]. Group 1: Company Performance and Leadership - Under David Cote's leadership from 2002 to 2017, Honeywell's revenue grew from $22.3 billion to $40.5 billion, and its market value increased from $20 billion to $120 billion, achieving an 800% return for shareholders [2][3]. - Cote implemented the "Winning Now, Winning Later" strategy, focusing on both short-term performance and long-term growth without compromising financial integrity [2][3]. - Cote's leadership style involved significant changes in company culture, including the introduction of the "One Honeywell" concept to unify the organization and eliminate internal conflicts [3][4]. Group 2: Globalization Strategy - Cote prioritized globalization while ensuring that 55% of Honeywell's revenue came from outside the U.S. by 2017, with significant contributions from high-growth markets like China and India [3][4]. - The company adopted a "slow and steady" approach to globalization, avoiding mergers and acquisitions in favor of organic growth and maintaining consistent business standards and corporate culture globally [3][4][21]. - Cote emphasized the necessity of building local capabilities and ensuring that local teams understood and embodied Honeywell's corporate culture, which led to higher profitability in China compared to the U.S. [10][11]. Group 3: Compliance and Local Talent - Cote stressed the importance of compliance with local regulations, asserting that understanding local laws is crucial for successful operations in foreign markets [14][15]. - Hiring local talent is essential not only for compliance but also for understanding local market dynamics, which can help avoid costly legal issues [15][16]. - Cote maintained that reducing compliance costs is a misguided approach; instead, companies should focus on ensuring compliance from the outset to avoid future complications [15][18]. Group 4: Employee Management and Development - Honeywell implemented a Management Resource Review (MRR) process to ensure that expatriate employees returning from overseas assignments were adequately positioned within the company, thus valuing their international experience [23][24]. - The company aimed to create a positive feedback loop where high-performing employees were encouraged to take international assignments, knowing they would return to valuable positions [24][25]. - Cote believed in the importance of not forcing employees into international roles against their will, recognizing the personal circumstances that may affect their decisions [25][26]. Group 5: Future of Manufacturing in the U.S. - Cote discussed the challenges facing U.S. manufacturing, including supply chain vulnerabilities exposed by the COVID-19 pandemic and ongoing trade tensions [27][28]. - He argued that while the U.S. has not lost its manufacturing capabilities entirely, there is a need for a balanced approach to globalization and localization, particularly in critical industries [28][29]. - Cote highlighted the importance of maintaining a degree of self-sufficiency in key sectors, such as defense, while also leveraging global supply chains where appropriate [29][30].