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Abstract
In July 1991, Lawrence A. Bossidy became chairman and CEO of AlliedSignal, the $13 billion industrial supplier of aerospace systems, automotive parts, and chemical products. The company''s story since then appears to be the typical slash-and-burn turnaround, but the view from the inside is far more interesting for anyone grappling with what it takes to lead a competitive organization and sustain its performance over the long term. Bossidy is a straight-shooting, tough-minded, results- oriented business leader. But he is also a charismatic and persistent coach, determined to help people learn and thereby to provide his company with the best-prepared employees. In this interview, Bossidy explains his views on the leader''s role in changing a large organization. He discusses how he uses values and goals to "coach people to win." And he explains his efforts to focus AlliedSignal''s management on three core processes-- strategy, operations, and human resources.
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Abstract
In July 1991, Lawrence A. Bossidy became chairman and CEO of AlliedSignal, the $13 billion industrial supplier of aerospace systems, automotive parts, and chemical products. The company''s story since then appears to be the typical slash-and-burn turnaround, but the view from the inside is far more interesting for anyone grappling with what it takes to lead a competitive organization and sustain its performance over the long term. Bossidy is a straight-shooting, tough-minded, results- oriented business leader. But he is also a charismatic and persistent coach, determined to help people learn and thereby to provide his company with the best-prepared employees. In this interview, Bossidy explains his views on the leader''s role in changing a large organization. He discusses how he uses values and goals to "coach people to win." And he explains his efforts to focus AlliedSignal''s management on three core processes-- strategy, operations, and human resources.