Eaton’s Semiconductor Foray, a case study. It was supposed to be the semiconductor equipment company of the future. This is a lesson in how “if you are going to get into a business, you had better know it.” Jim Bowen should know. He ran Eaton’s Semiconductor Equipment Group through its peak. Learn how a balkanized strategy, culture clashes, accounting, and literally senior executives asleep at the wheel brought down what would turn out be a huge, but misspent, investment in trying to raise the company’s PE ratio. Learn why management is not a one-size-fits-all discipline . . .