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It is essentially about additionality,

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and it is about the fact that you can trade

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the perceived benefit of secrecy

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for a much higher benefit
of additionality through

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lots of different minds
and ideas coming together

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that would not come together within

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the confined space of
a corporate such as Enel, right?

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Entrepreneurs, but also NGOs,

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partnerships with stakeholders and so on.

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All of that is part of it because different mind frames

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and points of view actually stimulate each other, right?

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So, if I talk to someone who has
a very different point of view,

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comes from a very different background,

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I can actually stimulate
my own creativity through that.

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Now, openness is not easy
and it takes a lot of courage.

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So that's why I think that it is
a really a very impressive model

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that Enel has chosen to follow.

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And so it does take a lot of courage
to actually say, you know,

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“I'm taking a step back from
the secrecy and I think

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that I will have a higher benefit if I allow
this collaboration and openness.”

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You need someone who
really stands behind this model,

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you need a leadership that enables a culture

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within the organization
that enables this openness,

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because otherwise it probably doesn't work.

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