Johnson Controls specializes in building efficiency, energy solutions, and integrated infrastructure systems.
#119 of 159 in Project Management
Culture of fear with high turnover in leadership. New CEO, driven by lack of substance - process over content. Concepts like Gemba hyped and used an instrument to downplay past success which led to 3x growth in company. DBS playbook, where Danaher hasn’t grown ITSELF touted as the next engine. Said above - heavy political environment. Very heavy turnover of senior execs. Understandable somehow you need to convince that future is better than past by coming up with concepts like DBS that create internal focus rather than external competitive focus. Yearly improvement vs actual market leading progressive.
Supportive environment but complex company structure. Lots of moving parts in the company
New leadership and reduction of force.