It is essentially about additionality,
and it is about the fact that you can trade
the perceived benefit of secrecy
for a much higher benefit of additionality through
lots of different minds and ideas coming together
that would not come together within
the confined space of a corporate such as Enel, right?
Entrepreneurs, but also NGOs,
partnerships with stakeholders and so on.
All of that is part of it because different mind frames
and points of view actually stimulate each other, right?
So, if I talk to someone who has a very different point of view,
comes from a very different background,
I can actually stimulate my own creativity through that.
Now, openness is not easy and it takes a lot of courage.
So that's why I think that it is a really a very impressive model
that Enel has chosen to follow.
And so it does take a lot of courage to actually say, you know,
“I'm taking a step back from the secrecy and I think
that I will have a higher benefit if I allow this collaboration and openness.”
You need someone who really stands behind this model,
you need a leadership that enables a culture
within the organization that enables this openness,
because otherwise it probably doesn't work.