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Thank you to the 1,400 leaders who’ve generously done the 7 questions!
I hope reading

7 Questions with Enzo Daniel Giraudo

helps you in your leadership.



Jonno White

7 Questions with Enzo Daniel Giraudo

Name: Enzo Daniel Giraudo

Current title: CEO / Senior Project Manager Specialist

Current organisation: Fundacion Nodo Ambiental

For 20 years I have been in charge of directing the development of new business units, turnkey for large global business groups, medium and small companies: Grupo Fiat, Grupo Faenza, Saceimpianti, Refineria del Centro, Quimica True, Grupo Plataforma Uruguay , GBS Engineering SA, F&F Trading LTD, etc.

7 Questions with Enzo Daniel Giraudo


1. What have you found most challenging as a CEO or executive of a large enterprise?

The permanent challenge is to be able to do my job and make the required decisions using common sense, with rationality and balance in order to achieve the best results for your company and for your personal achievements.

2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?

I started as a specialist to develop as an Electronic Electrician Engineer, in the area of product and process engineering to develop automation and robotics projects for the surface treatment of car bodies and I was acquiring knowledge of management, organization, accompanied by product / process analysis , cost studies and technical, economic, and financial analysis models. Then completing my technical vision and expanding the analysis scenario to 360 °, more directed to the creation of industrial value.

3. How do you structure your work days from waking up to going to sleep?

In working conditions, the macro planning of my activities at the level of organization and management, etc., is generally written one year before it happens, normally until November of the previous year, I am already clear on 80% and 90 % of the time spent for my activity as CEO and how I will occupy it. This macro planning declines into a micro planning of those activities, with objectives and goals to be met quarterly, monthly and even daily. This planning will be checked and revised to ensure the effectiveness of my work. The remaining 20% represents the so-called last minute or unforeseen activities that need to be managed in real time and are planned as in most cases at the time prior to that time.

4. What's the most recent significant leadership lesson you've learned?

Be aware that I cannot achieve goals and achieve positive results working individually, since all my achievements have been consolidated thanks to applying a specific management method and fundamentally with the assistance of your work group.

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?

When it was first published, Toyota was half the size of General Motors, but today Toyota has overtaken GM as the world's largest automaker and is the most sustained global company in recent years. fifty years. This corporate management classic was the first book to expose Toyota's lean production system, which is the foundation of its lasting success. The Machine that Changed the World contrasts two radically different business systems: lean versus mass production, two very different ways of thinking about how humans collaborate to create value. Based on the largest and most comprehensive study ever undertaken in any sector - the MIT (Massachusetts Institute of Technology) International Motor Vehicle Program that spanned five years and spanned fourteen countries? This book describes the entire lean production management system.

6. How do you build leadership capacity in a large enterprise?

It is important to integrate and be recognized first from a human point of view by your work group of membership, secondly to be very clear about the heart of the activity and to know / master its key values and finally to be clear about the mission, vision of your company, apply the foundational values and implement its policies and behavioral principles guide with transparency and determination.

7. What is one meaningful story that comes to mind from your time as a CEO or executive of a large enterprise so far?

In 1996, during the start up of the new Fiat Auto factory in Argentina, the entire process was carried out with young people hired, who had no experience in the automotive sector, but who were integrated with old Fiat employees already retired. Auto Italia and that we get in 10 months starting from the green field and finishing with the factory assembled, going into production with the Palio, the Fiat World Car, meeting standards of optimal quality and cost.

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