National Monopoly to Successful Multinational: the case of Enel

Among the European companies that have faced the profound trasfromation of their market and institutional contexts such, Enel has managed to radically change its identity by becoming a major player in the global energy market. The scale and scope of its strategic, organizational and cultural transformation make this an almost unique case to study, especially in contexts where inertia and resistance to change represent a major constraint to development. This book moves from Enel’s recent history to map the steps of a remarkable transition from public monopolist to a successful transnational group. It is a story of change and strategic decision-making, unpacking the managerial choices that enabled to thrive upon regulatory and environmental opportunities and threats. The analysis focuses on the events and people behind this tale of change to highlight the managerial factors behind an outstanding international growth and cultural transformation. Using the Enel case, the book unpacks the effective implementation of an ambidextrous perspective on adaptation and change. Some key lessons for managers and scholars are proposed.