That title is copied from part of a recent comment. I held out hope that the person on that list that understood real engineering and success was CE. I still think JE putting out a survey is very useful, but whether they will use the results to fix any of the many problems is uncertain. I don't know if there is any chance that DA or TM or JE will wake up and understand that real success comes from the same principled decisions and actions as always.
They need to stop looking for a bs or magic solution and pretending that they need to invent some new path to getting new customers and keeping them. The biggest reality that will make or break this company is whether someone with enough power or courage will set a limit on how much engineering talent and management we are willing to replace with the lowest cost global labor. There are some things you can globalize and remain strong and some things that need to have an upper limit. Customers want extreme quality which history keeps showing is only achieved with US engineering talent and leadership. Its sad that senior leadership is confused by this reality. You can outsource simple call center positions, some turn the crank engineering jobs like some parts of basic testing or some parts of simple coding. Its a bad plan to outsource/globalize innovation, complicated critical design, or engineering management. Use high quality US engineering talent to win and keep customers. Give customers what they want and the quality they want. Customers don't want fast and cheap with flaws. They want high quality for a cost that beats their other options.
If we are at a point where we need to make serious cost cutting changes, I'd agree there are a lot of positions filled by non high talent US engineers and managers. Take a hard look at who is grandfathered in to a high title, big salary and MIP and doing nothing to get new real customers or keep the existing ones. Focusing on who is hitting high EEI numbers or driving them is not the way to evaluate talent or for determining who is going to help this company win and keep new customers. Honeywell used to have a nice basic plan for success; customer delight. It was implied in that to keep quality high, costs down, and keep asking customers what they want. If you hire and keep high talent engineers and engineering managers you can achieve this without bs (six sigma, HOS, scrums, sprints, magic, secretive manipulation).