Name: How This CEO Is Leading a Company’s Legacy Into the Future
Uploaded: 2026-06-18T21:42:00Z
Duration: 3 min 33 s
Description: As fast-changing markets continue to push for innovation, Lucien Boldea, CEO of Timken, discusses how he’s balancing tradition with evolving the company.

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As fast-changing markets continue to push for innovation, Lucien Boldea, CEO of Timken, discusses how he’s balancing tradition with evolving the company.

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How This CEO Is Leading a Company’s Legacy Into the Future

You have this company that's over 100 years old, 125 years old.

Yes.

So, you have this legacy and a legacy mentality, which can be positive or negative. So, how do you balance this legacy mindset with trying to drive change forward in your organization?

Yeah, look, that's one thing I have to admit. I asked myself when the name first came up, I said, "Okay, 125-year company." And you always look at, "What has this company already done?" And this company started out as a tapered roller bearing company for the automotive market. There was a time when, in America, cars didn't ride on bearings, they rode on Timkens. And so there was also a time in our history where we said, "You can't make a good bearing if you don't make your own steel." That wasn't... Better ingredients, better pizza. Same thing about bearings. That was the philosophy. And then, 12 years ago, we spun off the steel business. So, that was a huge change in mindset. Then, about 10 years ago, we started on this acquisitive track to acquire 14 different acquisitions consecutively, another market. We exited $1 billion worth of automotive. So, we went from cars ride on Timken to, today, we're still 7% automotive OEM, and we'll be 3 1/2% in a couple of years. So, I look back and I say, "Wow, this company has done a lot of transformation." Actually, the hard part's almost behind us now. We have to take the pieces, we have to package them a little better, we have to put our story to our customers together in a more compelling way. We have to take advantage of our regional growth opportunities, but the transformation that we've had has been substantial. We've got more to do, but it's the same muscle that we've used. And this company has a tremendous culture. It's a very, very good culture, it's one I'm very proud of, and I want to do everything I can to keep.

All right, sort of continuing on that, I mean, you became CEO, what, last fall in September, I believe, right?

That's right.

So, since then, the stock has been rocking, I'm sure that's all you. But, are you looking to really change or are you sort of taking what came before you? I mean, it's a little bit like the last question, but I mean, did you have to come in with a completely new playbook?

Yeah, I think I came in with maybe a fresh view to what we have. And yes, I did come in with a different playbook, but it's a tried and true, very basic playbook. So, one of the things I told my team is the bad news is there probably won't be a Harvard Business case written about Timken because everything we're doing has been done before, but what we're doing has worked every time it's been done correctly. And so, it's on us, as leaders, to execute. It's that same simple, disciplined playbook. We talked about 80-20, really applying the Pareto principles to everything that we do. That's a very tried and true method that a lot of high-performing companies have built. But really, it's... You know, I would like for us, and that's my vision for the company, to be known not only for the products that we make, but for our operating discipline. And great companies who are compounders, who create value consistently, like a Danaher, like an ITW. Frankly, sometimes, even people who own them might be hard-pressed to tell you what they make, but they know they're good stewards of the portfolio, they know they deliver on their numbers, and they know that they've developed an operating model and a cadence that will deliver day in, day out. And that's what we want to do.