Leadership When There is No One to Ask : An Interview With Ani's Franco Bernade  

Oleh:

Hill, Linda A. ; Wetlaufer, Suzy ; Bernabe, Franco

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 76 no. 4 (1998), page 80-96.
Topik: Leadership; change management; communication; decision making; executive selection; interviews; leadership; morality; objectives; vision

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.13 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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In this interview with Harvard Business School professor Linda Hill and HBR senior editor Suzy Wetlaufer, Franco Bernabe discusses the six - year period in which he transformed his organization from an unprofitable, politically - controlled collection of operating companies into a lean, competitive, global enterprise. Few CEO s will face crises as disruptive and dramatic as those encountered - and overcome - by Bernabe. In 1992, when Bernabe was appointed CEO of Eni, Italy's large, energy - focused industrial group, his announced goal was to transform the company from a political quagmire into a clean, market - driven business ready for its first public offering. The resistance to his plans was intense, but that wasn't the worst of it. Soon after he took power, an investigation known as Mani Pulite - Clean Hands - led to the arrest of much of Eni's senior management team, including the company's chairman. One of those senior managers even made the false claim - based on hearsay - that Bernabe himself had taken a huge bribe. Simply put, Bernabe's story is not just that of a CEO steering a massive strategic reinvention. It is a story of leadership, and an unlikely one at that. In this interview, it becomes clear how Bernabe survived his tumultuous first months as CEO and then led the company's transformation. To begin with, he was unique in having both an encyclopedic knowledge of Eni's operations and a view of the company's future from 30,000 feet. But perhaps more than anything, Bernabe's power to lead has come from within. He follows, he says, an inner compass pointed toward humanity and justice. In difficult times, Bernabe seeks consultation from others. But ultimately, he makes all important decisions alone so as not to be buffeted by the needs, emotions, or agendas of others. Such solitude, he believes, is one of the burdens - and necessities - of leadership.

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