Change Manager Not Corporate Mandarin: Why Emerson CEO Likes To Break The Mold

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Change Manager Not Corporate Mandarin: Why Emerson CEO Likes To Break The Mold
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In an exclusive interview, David Farr talks of societal pressures, stakeholders' concerns and portfolio optimization in his quest to keep brand Emerson competitive.

I cover commodities, mostly oil & gas, often debunking risk premiums.As 'Industry 4.0' or the digitally empowered fourth industrial revolution brings profound changes to the global economy, Emerson Electric , a signature industrial sector player is juggling its own unique operating challenges whilst keeping its stakeholders pretty happy.

"I don’t brag; it's a team effort in an evolving operating climate. I'm not your archetypal corporate mandarin but a change manager, who first and foremost thinks of strategies and operating models to keep Emerson relevant in the digital age. Companies that survive and stay relevant have strategic and management processes to adapt and alter their course to what matters for customers, industry and society.

From the buyout of Textron Tools and Test to the sale of Nidec, every move happened to achieve two key objectives – making automation and digital solutions the mainstay of the business and ensuring that a competitive advantage is maintained in"every segment" Emerson operates in. Emerson valued Aventics at about 1.5 times the $425 million in revenue it generated in 2018, and while it is not of Rockwell's scale, the parent company is expected to mold it more effectively to its headline agenda.

Farr discusses challenges faced by the industrials complex at IHS Markit's CERAWeek conference in Houston, Texas, U.S., on March 13, 2019. "But it really goes back to a fundamental process that's built into Emerson. We are always trying to challenge ourselves on threats and opportunities. I am in a very short line of Emerson CEOs who stepped in and made sweeping headline changes. My predecessor did it, I am doing it, and I sure hope my successor does it too.

The biggest of the Asian markets – China – has been a familiar place for the Emerson CEO for over four decades."I predicted 12 years ago that a Chinese transition to a more service oriented economy was closer than we think. It's what is happening at the moment. India's economy is less mature and therefore growing faster given the phenomenal work done by Prime Minister Narendra Modi despite political constraints. We are expanding in both.

"What I actually watch is our performance in the industrial peer group and the S&P500 – not the absolute dollar performance but the relative performance, to make sure that we are being properly valued relative to peers. When talking to shareholders, it all bottles down to communicating the value preposition that Emerson brings to the table and why investors should own it.

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