在霍尼韦尔工作了近40年后，维马尔·卡普尔终于晋升至最高层，随后便肩负起将这家拥有140年历史的工业集团拆分为三家独立公司的重任。
After nearly four decades at Honeywell, Vimal Kapur reached the top — and then took on the task of breaking the 140-year-old industrial conglomerate into three companies.
卡普尔向佩妮·普利茨克和安德鲁·埃奇克利夫-约翰逊讲述了自己是如何完成这一拆分工作的，同时还将霍尼韦尔科技打造成一家专注于自动化领域的企业，重新规划了业务组合并确定了新业务的发展方向。他表示，当前面临的最大挑战在于：如何在保持规模优势的同时实现业务聚焦。
Kapur tells Penny Pritzker and Andrew Edgecliffe-Johnson how he managed that separation while simultaneously building Honeywell Technologies into a focused automation company, reshaping its portfolio and deciding where the new business should compete. The challenge, he says, is capturing the advantages of focus without giving up the benefits of scale.
做出这些决策的关键就在于贴近客户。卡普尔解释称，自己会尽量把约三分之一的工作时间用于与客户沟通，这些交流有助于验证各项重大战略决策的合理性。他还强调，在产品研发、创新以及企业未来发展方面，“CEO应当具备创始人的思维模式”。— 安德鲁·埃奇克利夫-约翰逊
A big part of that judgment comes from staying close to customers. Kapur explains why he tries to spend roughly a third of his time with them, how those conversations help test major strategic decisions, and why he believes “the CEO should have a founder’s mindset” when it comes to products, innovation and the future of the business. — Andrew Edgecliffe-Johnson