Detail Powerful Comeback   Oleh:  Gunther, Marc Jenis: Article from Bulletin/Magazine Dalam koleksi: Fortune vol. 160 no. 7 (Oct. 2009), page 72. Topik: AES; Paul Hanrahan; Regulations; Procedures Ketersediaan Perpustakaan Pusat (Semanggi) Nomor Panggil: FF16.41 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada     Lihat Detail Induk Isi artikel On the day Paul Hanrahan became employee No. 81 at a startup company known as AES in 1986, he felt liberated. Hanrahan, who is now CEO of the sprawling global energy firm, had graduated from the U.S. Naval Academy and spent five years on a nuclear-powered spy submarine, where rules and regulations governed everything. AES (AES, Fortune 500) was different. Really different. The company operated without rules, regulations, or even a well-defined hierarchy. "We don't have procedures," an executive told him. "If we had a procedure, you'd assume we knew what we were doing when we wrote it, and we didn't. So figure it out and use your common sense." Setting itself apart from the stodgy world of regulated electric utilities -- or any conventional company -- AES trusted people to do good and encouraged them to "step a little bit outside the norm," says Hanrahan. "That was what made AES fun." At least while it lasted. AES's radically decentralized entrepreneurial culture has been the company's greatest strength and most glaring weakness since its founders, Dennis Bakke and Roger Sant, set up shop as a consulting firm called Applied Energy Services in 1981. Opini Anda Klik untuk menuliskan opini Anda tentang koleksi ini! Kembali

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