I'm at the Yokogawa User Conference in Houston, on break from the opening keynotes. Yokogawa America president Dave Johnson said in his presentation that it and "one other competitor" showed the highest growth rates last year, and by Yokogawa's calculation it is now the second largest industrial automation supplier in the space.
Johnson also announced that Yokogawa has acquired Analytical Specialties Inc., a manufacturer of tunable diode laser gas analyzers--said to be the first in designed specifically for process automation. There's a press conference at 2 (CDT) to cover the details. More on the importance of this later.
[Note from Gary--one note of caution on these announcements--recently I saw a release where ARC Advisory group said that another company had number one market share, but you need to look at those releases and see what they are counting. Usually a company will lump market segments together where it is strongest to do an analysis. The analytics are true, just not comparable. There will be several number ones--just in different market segments. Does this matter? No. For the users, you only need to know if your provider is growing and providing the roadmaps for the future that you need. But the very fact of all the competition is good for the industry--and the users.]
Gordon Bethune, retired CEO of Continental Airlines gave his usual stellar (and humorous) speech. The key for me (and I know it's true because my son worked for him) is his emphasis on all the employees. Seeing what their concerns and motivations are and treating them with respect. I wish his replacement at Continental were as good. When he can tell a story about the problems of a flight attendant on a full versus half-full flight and how to get her/him to want a full flight (try profit sharing for example), that shows a CEO who knows what it's like in coach, not just first class. From the way they pack us in on the 737s now, it's obvious that Kellner, his replacement, has never ridden coach on a 737. Anyway take the lessons of turnaround and running a company from Bethune: "fly where people want to go", that is, serve the market; work with your suppliers, don't try to stiff them in bankruptcy court (respect for people); determine what a good product is, that is what do your customers want, measure it, provide feedback and incentive to employees to achieve it; and finally, treat everyone with respect--including regular and truthful communications.
This is stuff we all need to remember.
I'm at the Yokogawa User Conference in Houston, on break from the opening keynotes. Yokogawa America president Dave Johnson said in his presentation that it and "one other competitor" showed the highest growth rates last year, and by Yokogawa's calculation it is now the second largest industrial automation supplier in the space.
Johnson also announced that Yokogawa has acquired Analytical Specialties Inc., a manufacturer of tunable diode laser gas analyzers--said to be the first in designed specifically for process automation. There's a press conference at 2 (CDT) to cover the details. More on the importance of this later.
[Note from Gary--one note of caution on these announcements--recently I saw a release where ARC Advisory group said that another company had number one market share, but you need to look at those releases and see what they are counting. Usually a company will lump market segments together where it is strongest to do an analysis. The analytics are true, just not comparable. There will be several number ones--just in different market segments. Does this matter? No. For the users, you only need to know if your provider is growing and providing the roadmaps for the future that you need. But the very fact of all the competition is good for the industry--and the users.]
Gordon Bethune, retired CEO of Continental Airlines gave his usual stellar (and humorous) speech. The key for me (and I know it's true because my son worked for him) is his emphasis on all the employees. Seeing what their concerns and motivations are and treating them with respect. I wish his replacement at Continental were as good. When he can tell a story about the problems of a flight attendant on a full versus half-full flight and how to get her/him to want a full flight (try profit sharing for example), that shows a CEO who knows what it's like in coach, not just first class. From the way they pack us in on the 737s now, it's obvious that Kellner, his replacement, has never ridden coach on a 737. Anyway take the lessons of turnaround and running a company from Bethune: "fly where people want to go", that is, serve the market; work with your suppliers, don't try to stiff them in bankruptcy court (respect for people); determine what a good product is, that is what do your customers want, measure it, provide feedback and incentive to employees to achieve it; and finally, treat everyone with respect--including regular and truthful communications.
This is stuff we all need to remember.
I'm at the Yokogawa User Conference in Houston, on break from the opening keynotes. Yokogawa America president Dave Johnson said in his presentation that it and "one other competitor" showed the highest growth rates last year, and by Yokogawa's calculation it is now the second largest industrial automation supplier in the space.
Johnson also announced that Yokogawa has acquired Analytical Specialties Inc., a manufacturer of tunable diode laser gas analyzers--said to be the first in designed specifically for process automation. There's a press conference at 2 (CDT) to cover the details. More on the importance of this later.
[Note from Gary--one note of caution on these announcements--recently I saw a release where ARC Advisory group said that another company had number one market share, but you need to look at those releases and see what they are counting. Usually a company will lump market segments together where it is strongest to do an analysis. The analytics are true, just not comparable. There will be several number ones--just in different market segments. Does this matter? No. For the users, you only need to know if your provider is growing and providing the roadmaps for the future that you need. But the very fact of all the competition is good for the industry--and the users.]
Gordon Bethune, retired CEO of Continental Airlines gave his usual stellar (and humorous) speech. The key for me (and I know it's true because my son worked for him) is his emphasis on all the employees. Seeing what their concerns and motivations are and treating them with respect. I wish his replacement at Continental were as good. When he can tell a story about the problems of a flight attendant on a full versus half-full flight and how to get her/him to want a full flight (try profit sharing for example), that shows a CEO who knows what it's like in coach, not just first class. From the way they pack us in on the 737s now, it's obvious that Kellner, his replacement, has never ridden coach on a 737. Anyway take the lessons of turnaround and running a company from Bethune: "fly where people want to go", that is, serve the market; work with your suppliers, don't try to stiff them in bankruptcy court (respect for people); determine what a good product is, that is what do your customers want, measure it, provide feedback and incentive to employees to achieve it; and finally, treat everyone with respect--including regular and truthful communications.
This is stuff we all need to remember.
I'm at the Yokogawa User Conference in Houston, on break from the opening keynotes. Yokogawa America president Dave Johnson said in his presentation that it and "one other competitor" showed the highest growth rates last year, and by Yokogawa's calculation it is now the second largest industrial automation supplier in the space.
Johnson also announced that Yokogawa has acquired Analytical Specialties Inc., a manufacturer of tunable diode laser gas analyzers--said to be the first in designed specifically for process automation. There's a press conference at 2 (CDT) to cover the details. More on the importance of this later.
[Note from Gary--one note of caution on these announcements--recently I saw a release where ARC Advisory group said that another company had number one market share, but you need to look at those releases and see what they are counting. Usually a company will lump market segments together where it is strongest to do an analysis. The analytics are true, just not comparable. There will be several number ones--just in different market segments. Does this matter? No. For the users, you only need to know if your provider is growing and providing the roadmaps for the future that you need. But the very fact of all the competition is good for the industry--and the users.]
Gordon Bethune, retired CEO of Continental Airlines gave his usual stellar (and humorous) speech. The key for me (and I know it's true because my son worked for him) is his emphasis on all the employees. Seeing what their concerns and motivations are and treating them with respect. I wish his replacement at Continental were as good. When he can tell a story about the problems of a flight attendant on a full versus half-full flight and how to get her/him to want a full flight (try profit sharing for example), that shows a CEO who knows what it's like in coach, not just first class. From the way they pack us in on the 737s now, it's obvious that Kellner, his replacement, has never ridden coach on a 737. Anyway take the lessons of turnaround and running a company from Bethune: "fly where people want to go", that is, serve the market; work with your suppliers, don't try to stiff them in bankruptcy court (respect for people); determine what a good product is, that is what do your customers want, measure it, provide feedback and incentive to employees to achieve it; and finally, treat everyone with respect--including regular and truthful communications.
This is stuff we all need to remember.
11:14:57 AM 
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