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7 Questions with Antonio Muttoni
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7 Questions with Antonio Muttoni
Name: Antonio Muttoni
Current title: Self Employed
Current organisation: None
Previously general manager and Chief Operating Officer in a leading global Information Technology American Company. Expert in change management and digital transformation through the adoption of cloud and cognitive (AI) technologies , to help industries and organizations to create unique, compelling experiences for their customers, partners, employees, stakeholders and society as a whole. Fluent in English and Spanish I have matured experience in leading global, diverse organisations including external extensive and diverse business partners channels. Active in long endurance sports and currently Ski Instructor in the Tyron and Sud Tyrol areas. I live with my wife and I have 5 grown up kids.
1. What have you found most challenging as a CEO or executive of a large enterprise?
Often vision and strategy are relatively easy to define compared with the execution that must follow and getting things done in a timely manner. Hence a sense of urgency is critical and lack of it is one of them. most challenging things I have found
2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?
I had the privilege and the opportunity to work for 33 years for one of the greatest global IT companies and through my international career across 3 continents and 9 countries I was able to climb the corporate ladder thanks to business results always supported by my flexibility , adaptability and resilience .
3. How do you structure your work days from waking up to going to sleep?
No matter where I was, how much travel I had to do or long office hours, first and foremost my day always started with a 2 hours workout from 6 top 8 am to stay in shape and get mental clarity. From there everything else was straightforward. 30min rule for meeting unless called by upper management, no meetings after 6 pm, concentrated travel time with minimum number of nights away from home and fostering informal discussion as the treasure to read people mind and get the best out of them.
4. What's the most recent significant leadership lesson you've learned?
Failure is the best lesson to strengthen your humbleness, find your limits and shortcomings, learn fast and build resilience as you need to pick yourself up.
5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?
'From Good to Great' by Jim Collins. Key takeaways 1) humbleness but always drive for what is best for the company 2) Nurture the right team before taking on any endeavour looking across any level of the organization. Individual and talent vs title and seniority 3) Always get to the truth no matter how ugly it is and never be complacent with what you would like to hear 4) All small initiatives matter and together act on each other to deliver compound interest
6. How do you build leadership capacity in a large enterprise?
Trust is the evergreen and unwritten contract that lies at the foundation of large enterprise where work needs to be carried out across functions and different stakeholders. Trust propels delegation and accountability to deliver leadership capacity.
7. What is one meaningful story that comes to mind from your time as a CEO or executive of a large enterprise so far?
Many come to mind. One former CEO after 30 days in the job and facing one of the most challenging moments of the company's history said " The least thing this company needs is a strategy". Sometimes it's easier to go back to the drawing board and talk about theory. rather than take decisions and get things done. Another one was from his successor who said " What keeps me awake at night is thinking about the next strategic shift" . Always be vigilant and don't get complacent in your comfort zone. Always seek for the weak breeze before the storm to get yourself ready to anticipate and steer away from it.