彭博直播访谈提及霍尼韦尔拆分与AI自动化机会，但未披露新增订单或可量化催化

【实时直播转录 · Bloomberg TV+】
来源:Bloomberg TV+(bloomberg 直播间 btv_us) · 标题:Bloomberg TV+
时段:2026-08-04 06:30–07:00(Asia/Shanghai),共 216 段
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[06:30] 🎼Part and that requires us to re imagine the work by itself. I'm and this is leaders the podcast that explores what.
[06:30] Dri the world's most influential people be and so you miss this.
[06:30] I'm speaking to Vielkaur, the chair and chief executive of the newly formed automation company, Honeywell Technologies until recently.
[06:30] Por was a group chair and CEO of Honeywell International, the tech and manufacturinguuring conglomerates that made everything from.
[06:30] 🎼engines Now, Cour's road to the sea suite is particularly interesting to me.
[06:30] Spent of career in India hisplace in his20s, he then rose to running its automation business in.
[06:30] Aide of Honeywell, but it wasn't until later that he moved to corporate Honeywell in the US. and eventually secured the top job.
[06:30] However, shortly after assuming the role of group CEO Kaur made the bold decision to break up the company a that.
[06:31] coincided with the arrival of an activist investor on the scene and with 2026 marking the culmination of Honeywell split.
[06:31] To catch up with Copur as he prepared for his new role Himalur, thank you so much.
[06:31] For joining us on leaders I appreciate you having me here today So talk to me about how you started out So I started a joint venture of honey.
[06:31] But before that you had three jobs in three years, so you made fast decisions of what you didn't want to do.
[06:31] The gar and owned company didn't like the speed at which they were not my place, so found a job in another smaller company, which was.
[06:31] Much more traditional way of working very centralized and didn't like that either, and then Honeywell started a joint venture with the Ta group.
[06:31] In 1988 and I joined in '89 and it was actually a startup and one benefit there was that you don't have a defined job.
[06:32] Job depends upon what's going on and you have to take different roles, which makes you learn more by default, your less compartment.
[06:32] So that early learning through that cycle was very, very helpful to you know, be in commercial function, to be.
[06:32] In project management, you know and that gives you a much more accelerated pace of learning So there's a school of thought that says look, if you don't work in a head.
[06:32] It's actually very, very difficult to rise to the top that wasn't your case One thing I always believe is there's no one definitive.
[06:32] For you to get to the top of any role in a company, so I did practically all my life into the roles which.
[06:32] customer facing or business and never worked in corporate ever. So it's kind of good to be called corporate now and being C of the.
[06:32] It's but I certainly benefit from my years of experience in different segments of the company I mean that's really different from other CEOs.
[06:32] Yeah maybe it is, I guess the benefit of having worked in different parts of the company certainly gives you more clarity on the.
[06:33] My need and how employees think and how the business really works. I think it's easier to learn the corporate side of it. I think the new things I had to.
[06:33] Lear as a CEO was more around building relationship with investor that sell a relatively new, but the business.
[06:33] SoWhat did you learn about leading a team outside headquarters as opposed to within.
[06:33] I think leading a team outside headquarters, you want people want more decision powers. they want to move with speed.
[06:33] I want to be clear on what they can do and what they cannot do once they know that, they feel more empowered. So that, to me, is fundamental difference.
[06:33] You come with a mindset of how to make things easier because big companies can make things more complicated so concretely, how do you do it?
[06:33] Do you remind people also on the ground or do you remind headquarters to listen to people on the ground so simply saying reduce bureaucracy?
[06:34] U you can end up creating work, which is more than the previous work, which will not lead to any outcome, but if you want to.
[06:34] Get more work to the front end. You have to make structural changes on how you're organized. Maybe the decision rights have to.
[06:34] from center to the front end and that requires time, but that's some of the things you know we have been doing is it difficult to get noticed?
[06:34] Again, when you were sitting in India, was it difficult to speak up if everything felt so far away you know, in a completely like Honeywell?
[06:34] The benefit of having a global structure in which you get to participate in different decision making, but obviously as I moved into different roles.
[06:34] Or your visibility changes because your decision rights are changing, right, You are doing different roles. I never felt I was not heard part of it.
[06:34] It's also in your own mindset, you know, how much you think you can bring up something and that's why the quality of courage is very.
[06:34] how do you say what's working well and are not working well with facts?
[06:35] You don't offer opinion, you don't kind of pass a generic statement, oh, this doesn't work, tell me more, what's your solution?
[06:35] It's easier to criticize, but hard to fix it. So you if you kind of come with that mindset to say, I observe this, I think this is a.
[06:35] way to do it that's get appreciated more than just being generally critical of everything you generally speaking in the organization.
[06:35] Sug or not sugarI think you want to be respectful facts should be stated in a manner which.
[06:35] Which are facts, and then you don't want to criticize anything, which doesn't mean you have to sugar code it.
[06:35] Don't be critical. You state fact to say this is less effective because here are the facts. And here's an alternative way to do it.
[06:35] Where you thought you were being considered for a CEO or a bigger job So for Honeywell, I would say there's no one moment first thing I did was.
[06:36] Said no to any role, because I always believe that all jobs are good. And can you say no to a role or if you're offered it usually.
[06:36] Yeah, but sometimes if you're too choosy and too debating, I think you are starting with a negative mindset I say that.
[06:36] If a role exists in a company, it is important because large companies will eliminate a role if it was not important for them, right?
[06:36] I think each role you, when you perform and you outperform, that makes the case that you're ready for next move.
[06:36] And I think there was no one job which I did, which made such a big transformational gain this.
[06:36] Well next job you performed well, and it was, I would say two or three times when I outperformed, it kind of makes a case that okay.
[06:36] You're a strong candidate So when you get the call to goods head office, what was that like So I was a segment leader in.
[06:36] 2022, when my previous C of Honeywell, he mentioned that he would like to, you know, considering, you know, a retirement.
[06:37] And he mentioned to me that that's a plan, and I'll have to go through the formal interview process with the board, you know, I'm the candidate, but I'm not the selection.
[06:37] Pro is quite interesting because you have to put forward a vision of the company to the board and you have nobody supporting you at all.
[06:37] By yourself, because nobody knows the process is going on, so you have no help, you have to build your own materials, you have to research all by yourself.
[06:37] And if you to do that while you're doing your job, because it's supposed to be all confidential, which is fun, I would say fun or terrifying or born.
[06:37] I treat that anything learning should be treated with fun when your hard work becomes stressful.
[06:37] terrifying at that point of time, so I went through that process and board selected me as a candidate and then 2023.
[06:37] June, I assume the role it was announced couple of months earlier Okay, so you get this like call, I don't know it's a secret, is it a secret call and you have to come up with a secret plan.
[06:38] Right to convince the board that youre the right person for the job do you tell your family Yeah, of course, I told my wife and my daughter that the only two.
[06:38] People I have to share, you have to share their excitement with somebody and what were their reactions. They obviously were, I would say, a bit shocked because they.
[06:38] Nobody expected me to get this far, less you know, they always felt that I do well. I take my job very seriously, but I don't.
[06:38] Take myself very seriously. That's kind of been my mantra., you know, you don't overthink of yourself. I started as an entry level engineer in Honeywell.
[06:38] So they've seen me grown over so many roles, I think they did not expect I'll reach that far, so I think that's a kind of a surprise.
[06:38] Bringing you up to the minute news whenever and wherever it happens, i'm david Go.
[06:38] Aspen, Colorado, and this is Bloomberg.
[06:38] 🎼
[06:39] In 2024, not long after.
[06:39] Kapura assumed the role of group CEO, a well known activist investor ElotInvest management amassed a $5 billion plus stake.
[06:39] Honeywell and called for the conglomerate display now Kaur was already in the process of swimmingming down the portfolio having announced.
[06:39] One month earlier, the spinoff of Honeywell's advanced material business as a standalone company, but Elliott's move also showed.
[06:39] A spotlight on the company's performance and strategic direction so in February 2025, shortly after Elliot's intervention.
[06:40] Kapur confirmed that the remainder of honeywell would break up I wanted to know how kur handled the pressure.
[06:40] Hed his decision making and how he thinks other CEOs facing activist investors can focus on driving results.
[06:40] ance out the noise you announced that honeywell will be split up what was wrong with the honeywell of before Honeywell did extremely well in the last.
[06:40] Years period from 2005 to you know, 2022, 2023 time frame, it created a massive shareholder value. We are a company which did a great job.
[06:40] Of running businesses efficiently, globalizing ourselves. So it was clear to me that our next 50 years the.
[06:40] Earnings growth will come from top line growth and top line growth is hard to accomplish if you are a complex structure with addressing.
[06:40] Multiple segments, that was my incoming thesis when I started, but two things happening simultaneously when I started.
[06:40] As a CEO, the first was aerospace industry started growing and at the same time, Cha GD came in and AI started.
[06:41] Becoming an important conversation, I always felt that we need to simplify aerospace has a huge growth potential in front of it.
[06:41] Automation business have a huge growth potential in front of it with AI, and when we did the work, we found that each company can stand in.
[06:41] Soone feed with these growth vectors, which went toward this decision, but it must be hard to take company.
[06:41] That you know you've always worked there almost to decide to split it up in three completely different entities Yeah, I think it's hard but if you do it.
[06:41] Thoughtfully, you are preparing each company for its success for the next 50 to 100 years, and that's a belief we are really in that each segment we have.
[06:41] Is capable of its own future with a very compelling proposition. You also had an activist investor on your tail, Elliot.
[06:41] Did that focus the mind, it was that a catalyst for spliting out you know Elliot came into our Howell stop.
[06:42] In late 24, and we were far along the way towards this journey. And I would say that given what they.
[06:42] Wanted versus where we were going strategically We quite aligned. So there was no disagreement. It was not what it's how I want to go from A to B.
[06:42] You go by train or go by plane, that's an opinion, but you can always align on that, so I would say it's been a very collaborative approach.
[06:42] Find out you have an activist investor speaking to CEOs, a lot of them say, look, this is a nightmare because you're trying to do your strategy and suddenly you have someone that that just want say,
[06:42] Yeah, so I mean, I learned the same day like everybody else learned because it was a public letter, so I did not have so you don't get a call before.
[06:42] Not really, I mean, I think they were very clear on their expectation with their research, which was made public.
[06:42] And given that we already had done work in the same lines, so there was a convergence on what we had not publicly announced.
[06:42] Intention, but we were far along the way on that decision. So I know a lot of CEOs will be watching this and a lot of them will want to.
[06:43] I mean, did you call, you know, Elliots, when you found out, do you with them straight straight away, and then it was an exchange of ideas of what?
[06:43] They wanted before you told them your plans or was it consensus No, their letter was public on what they wanted, and so we understood their plans.
[06:43] We shared our point of view on what we want to do and why and there was a consensus on that's the right thing to do So what's your best piece of advice to the chief executive.
[06:43] If that will be getting a call, maybe today, I to that if you have a conviction on your strategy, that's what you need to.
[06:43] Really think about and worry about if that's clear, then it's less about what they believe in, it's more about what you believe in.
[06:43] Believe in something. and you're able to articulate it with the law of passion. The probability is that you will be listened. But if you're all over the place.
[06:43] Then the opposition can win because you lack clarity. So be prepared at all time in your strategy.
[06:44] Clear on the longer term view of your business. and specifically when the business is not performing well, our stock is not performing well.
[06:44] Need to be clear on what are the underlying drivers and what are you going to do about that if you're clear on it, whether it's your current shareholders.
[06:44] 're asking the same question, it is not that activists have to show up, We all have shareowners and they are obviously going to ask the question, what's the pathway to break?
[06:44] This, lack of shareholder return. Your board is going to ask you that question. So I don't think the question really changes. It just in the of.
[06:44] it just get more visibility Did they you know shorten the timeline of what the transformation of the company happened No not really.
[06:44] I mean, I think we did they accelerate anything No, we are we said that we' were going to complete aerospace space.
[06:44] By end of 2026, but we are able to proceed to really do it faster, I don't think anybody can sit in.
[06:44] Of 24 and forecast it'll take how much time, but once you make an announcement, it's in everybody's interest to do it faster.
[06:45] 🎼The the top names in global aviation are on bloomberg I go for this getting was.
[06:45] 🎼price that's at 90 bucks a barrel any sign of this show that consumers are starting to get a little bit more cautious again, so very complex.
[06:45] 🎼Economy is a very complex world, but we have more visibility than others with the backlog we have, we're ramping up production across many of our product lines.
[06:45] s are very strong so our backlog is very, very strong, so our story is really focusing on executing that backlog we're on a multi year.
[06:45] Both with our commercial customers and in defense right we're sold out into the early 2030s we have our work cut out for on a multi year basis.
[06:45] We have to provide our customers and governments with new means of facing those stress, and this means auxiliary.
[06:45] We need to expand our capacity to get after both speed, as well as integrated interoperable allied capability, which will help all.
[06:46] 🎼the news that matters is on bloomberg contact changes everything in case you.
[06:46] Our ambition is to keep on listening to our customers, to keep on adapting.
[06:46] The model to what they are looking for in terms of products, in terms of experience at that mante keeping.
[06:46] That very unique essence of our group should be very relevant in the medium to long term, of course.
[06:46] Don Mr. Pauls live every weekday welcome to the of decentral.
[06:46] is covering all thingspto, the people, the transactions and the technology Blop.
[06:46] Tuesday's only on Bberg bringing you up to the minute news whenever and wherever it happens.
[06:46] I'm Haslenda Aman in Mumbai, this is Loomberg.
[06:47] Honeymoll's breakup into three separate companies was fun.
[06:47] In 22There's a specialty materialss company, the aerospace and Aviation Company and Honeywell Technologies.
[06:47] That is with a changing brief, I was keen to askur what it's like to be a chief executive operator.
[06:47] In the current geopolitical climate and where he sees the greatest opportunity for AI think the U economy.
[06:47] s going through a transformational change. And this is because of automation. It's because of a defense. It's because of demands on.
[06:47] know from the Trump administration and how different will that look like aerospace is benefiting from growth in demand of consumer travel.
[06:47] Business jet travel and defense growth, and for automation business, we have been controlling building infrastructure airports.
[06:48] Refinries, warehouses for many years, but the data we collected was only used for control. and that's the question we are asking ourselves how the data.
[06:48] Becomes more useful for more operational excellence of an asset. So that's an opportunity for us. But given we're talking about leadership, how difficult is it to.
[06:48] You know a US based chief executive with unpredictable policies coming from the White House.
[06:48] Businesses like predictability and clearly the predictability is less or things are changing more faster and you have to adapt to it.
[06:48] This is the reality. And whether it is know tariff based thing which occurred. that's become a new normal. We fully understand what the.
[06:48] Induistration expectation is the job of Cs have become much more dynamics since COvid. So to me, it's in the series of that constant.
[06:48] high amount of change and we are getting more and more used to it to deal with a change all the time, but is it having thicker skin I mean sometimes you see,
[06:48] Also President Trump attacking companies, so how do you manage again, reputational damage with also the right thing as a company, I mean, as a company we believe you should do.
[06:49] What's right for our shareholders, what's right for our customers, And as long as you focus on the foundational things, I don't wake up in the.
[06:49] Wanting to worry about external factors beyond my control, Even if that means policy chains are being directly attacked.
[06:49] I mean, the policy change you have to respond to policy change at any point of time, absolutelyute, who do you rely on for advice?
[06:49] staff on my entire team and to board in certain in nature, I, by default, believes in collective decision making, I don't absolve.
[06:49] The fact, I have to make a decision. In the end, I have to take a call, but you want to have everybody's opinion and and input. And then that way, you're able to make more.
[06:49] Or superior decision versus, you know, you just want to impose your wealth What about external advice, I imagine the biggest and hardest decision.
[06:49] You've had to make was to split honeywell, did you get external bankers advising you or consultancy firms?
[06:50] And just to validate your thinking, you are not going to rely on.
[06:50] Say let's check the tertiary factors and make sure that we are not making any error that's where we want to use you know external.
[06:50] Help and we do and we like to work with you know, external bankers and consultants, are there any books or management frameworks that have helped you along?
[06:50] I never studied MBA, so I was always conscious of that, so I always used to read a lot of books on something which I'm experiencing.
[06:50] I was a big fan of Lean Six Sigma,20 years back to reach books on Tyota production system, how exactly it works, right?
[06:50] You go with thater, so you always are using a good quality framework all the time.
[06:50] Nowadays, you can watch a lot and you know YouTube is kind of new way to go, how do you learn about AI and what it means?
[06:50] orse large language model, versus agentic versus geneative, you need to know it all. But how important is AI to the work you do at Honeywell?
[06:51] Company have been always fast adopter of technology. So to me, part of it is how it drives productivity in our own operations that.
[06:51] Oneage we have is because we are digitally native for many years. We have invested in a lot of foundational systems. We can adopt it faster. We don't have to do.
[06:51] The foundational work. But the bigger opportunity for us is how we use it for our customers. But is this productivity or does it actually enable you to do.
[06:51] Something that you can't do now is it transformational mostly, I would say where we have seen most impact is more productivity specific.
[06:51] In the software development and software testing, transformational will occur if we redraw our work in which we.
[06:51] Can use agents as part of our workflow, And that requires us to reimagine the workbyite itself. Look at the steps which an agent can perform.
[06:51] And then the rest of the steps human has to perform, and I truly believe this is another way to drive productivity What excites me is an opportunity it has.
[06:52] Our customers, because we create a lot of data, our customers have one common issue in the sectors we serve. They are short of skilled.
[06:52] Skill people required to operate to maintain, to run, they are increasingly becoming lesser as retirements are coming.
[06:52] So they are already forecasting lesser and lesser people available as a workforce for space.
[06:52] Weick rolls and the only solution is you automate a portion of work or you make the work perform low.
[06:52] Skill people, So it means we have to create more tools so that people are more productive. So a five year experience person can do a 15 year experience.
[06:52] Person's role, and that's where the AI physical AI world comes in, where we are having a leadership that we.
[06:52] Use the data we created we have in our systems, and we train the data to perform the task to make our customers people more skilled.
[06:52] Make their assets run smarter, operations run better I workers must be anxious about it and no.
[06:53] In a segment visa, there are shortage of people by default there, the role of AI will be more agent systems coming in.
[06:53] A period of time. So that's true to every company. But if I look at our customer' word, they don't have enough people to run their operations, maintain their operation.
[06:53] Efficiently, so there's less anxiety about anybody taking a away job. The more anxiety is what will happen.
[06:53] Three to five years from now, because foundationally, pretty much in the entire world, the population is not growing the implication of that.
[06:53] That is 10 to 15 years from now. lesss workforce is coming into work. So how will work happen in that case when you need a touch.
[06:53] So I think displacement will occur where work can be automated, but does it change the qualities in leaders that we need?
[06:53] That you're no longer a cheerleader or someone who inspires or has a vision, but you're more of a programmer if you look at the evolution of technology over.
[06:54] Last 30,40 years, the more and more work is getting automated and humans are elevated to higher.
[06:54] Of decision making, it comes in burst. And every time a big burst comes. So when I started working for the first one year or a team.
[06:54] I had not even a computer, I was given computer in '89, so I'm from the era which saw PC first.
[06:54] Then there was internet, then there was a mobile phone. So all these every time these occurrence occur, there's a lot of noise.
[06:54] To take away jobs. But then this is the way technology inflect itself, and it becomes a new normal. Yeah, there's always some churn.
[06:54] And I think as humans, we have to basically remember, we have to always raise our skills if we are static, then our jobs are always at risk.
[06:54] Rapid fire in an era of workers needing to skill up, what's a new skill?
[06:54] Learning more about AI and difference between, I didn't even know the difference between different forms of AI, so just last Sunday I saw.
[06:55] On our video between Generative AI and A AI what's the difference career coach, great investment or pass.
[06:55] Depends on who you are if you need help to build certain skills then carry your coach is a great tool.
[06:55] Know what help you need, but if you're looking generically and find a magic answer, then it's a pass Have you had a career coach I.
[06:55] our partners for many years, I would say and I treated them as a career coach to help me become a better leader and I gave them.
[06:55] 🎼you know the keys to the kingdom to say you can criticize me, but you have to let me know what I can do better top for pushing back against.
[06:55] MicroS the facts how it is causing the harm You know, if you simply say a high level statement.
[06:55] 🎼That it's not working, people are going to struck shoulder or roll up the eyes, but if you are more specific to say here's the example.
[06:56] How micromanage is causing the damage, slowing me down, we are losing the business or losing the speed then there's a higher probability that.
[06:56] You know the leadership team will listen Vimal thank you so much for your time today Thank you very much thanks for having me.
[06:56] Domestic politics.
[06:56] Pretty much defined by the warring of the two most powerful families in the country Marcos.
[06:56] D is there any chance of amending of ties Well I don't see it there's a war, I'm not conducting any war.
[06:56] 🎼The against I just trying to do my job. I think it's not entirely accurate to describe that there's a war between.
[06:56] Was it a mistake to run on the same ticket as Sarah I don't think so think it was the best.
[06:57] That we would do, because we had the same idea of what needed to be done in government. maybe that's changed. but if we look at it in context.
[06:57] I think that was the right thing to do stillS du remains very popular if she.
[06:57] To power you can that perhaps some of your policies might be revised Yes, very much is a great.
[06:57] Worry for because we have just started and these are big things that we are trying to do with changing the whole way that we govern.
[06:57] We are trying to reform the bureaucracy. These things don't get done instantly, and it's very, very easy to go off the rail.
[06:57] It is continuity that we aspire for, otherwise we go back to doing business the old way.
[06:58] My old mentor Roger Sawback, who told me when I transitioned, footballball will never leave you, but you need to leave it, wow."
[06:58] Everyone has a dream and a lot of dreams are you know, my dream is to play football and play professional football and you get the dream comes true, but it is going to end.
[06:58] The day before it ends, you're one of the best in the world, great, the next day you wake up, that's gone, what are you great at?
[06:58] And the truth is nothing right, I'm not great at anything else I talk about it all the time, Steve is this whole idea of is's not from penthouse to penthouse.
[06:58] I mean by that is you played for 15, 20 years and you're in the penthouse, that doesn't mean that you come to the business world and you're going to be in the penthouse.
[06:58] Now that you don't start in the third floor or the lobby, you actually have to start in the basement.
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