Pros
Good opportunities to gain complementary experiences in related roles, all without changing companies. Reasonable job security for those who get demonstrative results. Fairly objective system for performance assessment and merit pay increases, to the extent that it is possible with different managers. There has been a fair amount of change in the past 5 years regarding how the entire company is managed, creating a more unified culture and achieving greater synergies from the prior cobbling of companies making the conglomorate. In the Aero SBG in particular, however, the cultural change has not been as significant, possible due to the longevity of many career Honeywell Aero employees.
Cons
The leadership tends to swing dramatically from one critical initiative to the next, often at the expense of prior progress. For example, the current economic environment has caused a singular focus on working capital liquidity (even though the company is in excellent standing in this regard) at the expense of long-term footprint strategy - an executive blocked a move to a manufacturing center of excellence in Europe that closely matched the technical capability required for certain product in favor of a move to a Mexican COE because the temporary rise in inventory needed to make the move across the pond was 'unacceptable'. As a result we will have a mismatch of strategy and product at this location (and reduced long term savings) to "save" a short-term blip in inventory. Other downsides include the "other side of the coin" of the job security benefit: the organization has members at all levels that have outlived their ability to perform the job (i.e. the job has increased in technical requirements or the environment has changed, but they have not kept up). Also, there is little effort placed on recruiting and retaining early-career employees, such as from universities, particularly as the economy has worsened. Rather than invest in the future employees the leadership is content to wait for a crisis of retiring experts.
