Post by account_disabled on Mar 11, 2024 4:56:03 GMT -5
As you read their stories, ask yourself: what would your particular quest look like and how will you recognize it? We share cb bhattacharya's interviews with you. On facing reality with a purpose: ceo of enel francesco starace, ceo of enel, a company transformed under his leadership from a large traditional Spain Mobile Number List electricity company into a renewable energy powerhouse, told me a story from the 1980s, when he was still a middle manager, in a remote corner of the middle east, building a power plant with a team of engineers. His company at the time transported crude oil to fuel the plant, one truck at a time. This made him scratch his head: you had all the trucks coming down, unloading the oil to feed the plant. And there was a transmission line from the plant, but there was no load to feed.
Starace. After some digging into the matter, starace discovered that the power plant was the cornerstone of a dubious social engineering effort. The idea was that the entire area needed to be electrified. It was necessary to build houses, install air conditioning in these houses, so that the nomadic tribes living in the area would finally stop moving and sit in these air-conditioned houses and watch television. None of it made sense to him, neither the social experiment itself nor the construction of a power plant to power it, and he could further see that the idea of transporting fuel trucks to the desert was not sustainable. Decades later, he remembers this experience as an epiphany: it was the first time he had begun to think about the sustainability of an energy company, about how it fit into a bigger picture, about whether his approach could be sensibly carried forward into the future. . At this time, with this experience in a remote part of the desert, a spur formed which began to dig into its flank thereafter. He began to broaden his vision of corporate purpose to extend beyond profits.
He began to weigh the financial interest against its social and environmental costs and effects. And, before long, he realized that an energy company's business couldn't focus on cultivating new habits in specific groups of people simply to increase their electricity consumption. Instead, an energy company's business had to involve asking these groups what use they could make of electricity. He began to rethink why an energy company does what it does, and for whom and for what purpose. He began to expand his understanding of why businesses exist in society and realized that businesses are worth preserving to the extent that they contribute to causes larger than themselves. And from this idea a guideline emerged: companies must put purpose before profits. As his career progressed, starace came to see that purpose and profit were indeed closely aligned. He saw how purpose, contoured with the values and mindset of sustainability, could actually drive profit.