Using the Enel case, this volume unpacks the effective implementation of an ambidextrous perspective on adaptation and change, providing some key lessons for managers and scholars. It begins by exploring Enel's recent history, before mapping the steps of a remarkable transition from public monopolist to a successful transnational group.

List of Tables List of Charts Acknowledgements Introduction A Snapshot at the Start of 2011 The Case Study, Methodology, Key Players PART I: THE EVOLUTION OF ENEL From the Origins to the Regulatory Shake-up (1962-1996) Cultural Change, Reorganization and Diversification (1996-2002): The Search for a New Identity Strategic Refocusing and International Expansion: Building the Future Enel (2002-2010) 2008-2010: Enel Today Enel, Ten Years of Extraordinary Financial Performance Conclusions PART II: WHEN MANAGEMENT MAKES THE DIFFERENCE A Balance between Dynamism and Preserving Excellence and Operational Reliability Leadership in a Combination of Continuity and Strategic Change: Building a New Identity Institutional Legitimation and Reputation Conclusions PART III: THE BEST ENERGY COMPANY IN THE WORLD Global Energy Scenarios Technological Foundations for a Sustainable Competitive Edge Strategic Challenges and Building One Company Conclusions Afterword - Five Rather Difficult Issues by Gianni Lorenzoni Bibliography