Insights on Leadership at United Technologies Corporation
George David, '94, Chairman, United Technologies Corp.
Description: The Otis elevator, Carrier air conditioner and Black Hawk helicopter are well known names for many people -- unlike United Technologies Corporation. George David wouldn't have it any other way. This CEO promises that the -parent will never get in front of the subsidiaries," because -familiarity breeds favorability." In David's 30-plus years at UTC, he has built these time-tested brands by focusing on productivity. Design, engineering, and manufacturing process changes have paid off in spades, with UTC 2006 revenues standing at $48 billion and growth in productivity running at 5-7% annually. David offers numerous examples of UTC's successes. Jet engines are miracles of engineering, according to David, having the -characteristic of being able to operate in temperatures over the melting point of metal without melting." Pratt & Whitney, another UTC subsidiary and maker of the industry's top jet engines, has so improved the manufacturing process of these delicate mechanisms since 1968 that the mean time between engine failures has gone from once every six months to once in every 35 years. The Otis Elevator Company used the same pulley-counterweight system for most of its 150 years. Big steel wires hauled loads up and down buildings, and required a large motor room at the top to house the gear. A recent breakthrough has led to small steel wires encased in a very bendable synthetic medium, so there's no need for a motor room, and the system can capture energy when the load goes down. Orders for Otis elevators have grown three times in the last 12 years, and its workforce has increased 25%. Key to such successes is flow optimization, says David, and simultaneous work: short assembly lines with quality checks along the way. -There is no force more powerful in modern business than productivity," he says. -You do it or die. And it is what gives goodness to life. It's the reason the stock market has done what it's done in the last 15 yrs. Make no mistake. It's nothing else. It's product underneath everything." David concludes with several of his -17 Keys to the Corporate Lock" -- his philosophy and approach to organizational life (don't expect a book, he warns): One needs -relentless constancy of purpose" and -high energy." People with more ambition than energy -are doomed to a bad life." He's impatient when staff come to him with problems rather than solutions. -You decide what to do," he says. -Be independent, work far away, have a plan, milestones, send a note once a month and come back a year later and say it's done. That's a scarce resource; if you have it, you'll go a long way."
About the Speaker(s): George David was elected UTC's President in 1992 and Chief Executive Officer in 1994. He joined UTC's Otis Elevator subsidiary in 1975 and became its President in 1986.
He received his B.A. from Harvard and M.B.A. from the University of Virginia. He is a board member of Citigroup and a member of The Business Council and the Business Roundtable, and Vice Chairman of the Peterson Institute for International Economics. He has chaired the boards of the Graduate Business School at the University of Virginia, the National Minority Supplier Development Council, the U.S.-ASEAN Business Council, the Trans-Atlantic Business Dialogue and the Wadsworth Atheneum Museum of Fine Arts.
He was awarded in 1999 the Order of Friendship from the Russian Federation for contributions to that nation's economy and especially its aerospace industry. In 2002, France named him to its Legion of Honor.
Host(s): Sloan School of Management, MIT Sloan School of Management
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