What are some of the challenges Larry faced when he took over in 2001; what were his priorities?
What are the top 5 or 6 attributes that fueled Danaher’s success?
Why these and not others?
Which aspects of Danaher’s strategy do you regard as most controversial? (even supposed good cultures/strategies have downsides, risks and elements that might be unattractive to some)
What is DBS; why might it be different than other companies that pursue similar, eg Lean, approaches to running businesses? Is it cultish? How has it evolved?
What are some of DHR’s better habits when it comes to M&A?
How does DHR create value through the M&A process?
What challenges did Tom Joyce face in succeeding Larry?
What are the challenges/risks facing DHR going forward?
Radiometer specific questions:
Show certain assumptions from 2005 – 2010 on how illustrating revenue and operating profit might have evolved and what the acquisition ROIC was in 2010
What is your guess of what Radiometer ROIC is today and how did you come to that assumption (Assume the invested capital is the original $750M purchase price + another $150M for bolt-on acquisitions so $900M total invested capital today)?
