It is simple. Honeywell is not successful because top software engineers are not working for Honeywell. We are dependent on offshore development. And even in this set up budgets are not sufficient. Honeywell is just successful in selling hardware where this is hardly any innovation (e.g. fire panels - hbt).
@ubu+1fNlDz1v gets it.
So, become a top engineer in whatever engineering discipline you associate yourself with. Why are you blaming your competitors for being better than you???
Agree with diversity comment. Diversity goals exist only in high cost regions as a we---n against employees.
Honeywell could be a trend setter.
The recipe is simple:
No I don’t care if your California rent is $10k a month. India will have to compete on quality and having the best minds available. They would have a world class workforce at those salaries. If you want to do defense work then you will need to keep the salaries high enough to hire local people. Again: all salaries are public by job title without equivocation. Don’t tell me you can’t.. the biggest employer in the US already does.
Yeah I don't agree, Honeywell is successful in the sense they make record breaking profits every year and whatever they do to achieve that from layoffs or furloughs or just general budget cuts with having the same expectations. This is not just hardware but some of their software subscription services they provide actually has a ton of customers using. But you are right that from a skillset perspective or talent perspective we just don't have it. We can't compete. The biggest problem is culture. Software here gets developed as if it were an assembly line and most managers are all from one race which everyone who works at the company knows what that that is and they are only hiring/promoting/growing people of their race.
Why do you think Honeywell is not successful?
Honeywell makes boatloads of money. They get it the old fashioned way.. on the backs of less fortunate workers imported from less fortunate lands. If you aren’t rolling in cash guess which side of the yoke you are on.
The second oldest profession.
Amen. From the first time I heard Dave Cote talk about being the Apple of industrial software, I thought, “you have no freaking idea what that would take, and you have none of it.” You can’t keep rebranding and repackaging the same old buggy, poorly designed code and expect success. It would take a huge investment in time, money, and most importantly a fundamental change in business culture. Come up with a vision that isn’t just based on what your software already does. Get top software developers to invest their careers in the vision without the continual threat of layoffs and budget cuts. Make Honeywell a place where really brilliant and capable people want to work. Less than that is just another marketing campaign that fades away with TQM, Six Sigma, CMMI, Agile, and HOS.