Honeywell - Merger Break-up Strategy
Would it be in the shareholders and employees best interest for Honeywell to pursue a strategy similar to Dow/DuPont, to merger with a similar multinational company like (GE, United Technologies, Boeing, Lockheed Martin, BAE, Siemens, BASF, Bayer, etc.) and then break the combined company into 3-4 stand alone corporations, sense Honeywell has failed to demonstrate it can produce organic growth, since the 2001 merger of AlliedSignal and Honeywell?
Or would it be better to just break-up the current Honeywell into three(3) stand alone smaller businesses?
Interested in both shareholders and employees input, thoughts, and ideas about this type strategy to improve Honeywell's organic grow to an acceptable level for both shareholders and employees?
Can someone tell me where the real organic growth going to come from within Honeywell's businesses. It seems all I hear is happy talk in conference calls and no one seems to be asking the hard questions or challenging the lack of organic existing business growth issues or asking for hard organic existing business growth numbers of the businesses and then holding individuals accountable regarding where the organic growth will come from to make up the short falls for and excuses of all the other under performing businesses. Also don't hear anything about actual business management and leadership changes to correct the lack of organic growth. It seems all the attention is diverted to growth via acquisition with little to no attention to how the existing businesses are being developed and managed for growth and major new game changing products and the revenue streams associated with new efforts of existing businesses. I've heard turbo chargers touted for years to no avail and about refrigerants that seem to only replace existing product sales for the most part. Can someone provide insight into actual existing businesses management and growth?