By Massimo Bergami
Utilizing the Enel case, this quantity unpacks the potent implementation of an ambidextrous standpoint on model and alter, supplying a few key classes for managers and students. It starts via exploring Enel's contemporary background, prior to mapping the stairs of a impressive transition from public monopolist to a profitable transnational crew.
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Additional resources for National Monopoly to Successful Multinational: The Case of Enel
Example text
Enel also had to divest part of its assets in the distribution sector as the Bersani decree called for consolidation of municipal networks within a single distribution company (companies supplying at least 20 per cent of users in a municipality could also ask Enel to assign them their part of the network). As for electricity sales, the decree called for the gradual liberalization of the retail market based on annual consumption thresholds that established whether a customer was eligible to choose an alternative supplier to their current one (in the initial phase identified as the distributor).
1. But the most significant change took place on the strategy front. 1 Executive headcount from 1996 to 2000 Executives at start of year New hires Retirements-terminations Acquisitions Transfers New appointments Executives at year-end 1996 1997 1998 1999 2000 1396 4 –99 82 1414 36 –463 1045 60 –286 842 45 –122 743 53 –181 3 31 1414 58 1045 23 842 –56 34 743 34 652 Source: Enel. 2 - 500 Employees - 1,300 Employees - 14 Computer centres - 1,200 Employees - Property portfolio 3,000 mn euros - 500 Employees - 750 Environmental engineering service contracts - 2,000 Employees 1996: a wealth of competences in diversified sectors Source: Testa (2003).
In a short time this led to a portfolio of diversified activities and businesses that in no way related to its core power business. Enel Group’s first new venture was the launch in 1997 of Wind, a telecommunications company owned by Enel, France Télécom and Deutsche Telekom. However, the complexity and territorial coverage of Wind’s telecommunications network and investments required to stay abreast of modernization and rapidly changing technologies represented a dilemma for Enel. Should it sell off its assets and know-how in telecommunications, a sector where liberalization was at an advanced stage, or should it exploit its expertise and infrastructures to the maximum to launch diversification and enter the TLC sector?