"The art of the possible" is an expression that evokes the entrepreneurial spirit of Renato Bruno, the youngest son of the second generation of entrepreneurs in the Bruno family. It reflects the mindset with which he made many of the difficult decisions that proved decisive in transforming a small business in sothern Italy into an international, diversified group, one that is still firmly controlled by the family. "Yes, we can" is the answer that Renato has always given whenever family members, friends, managers, employees, infomed of the choice he was about to make, asked him, "It is possible?". For example, when he wanted to vertically integrate at a time when competitors, attracted by low labor costs, were outsourcing to China; to open the first unit abroad in the United Kingdom, whose market was considered one of the most difficult and selective in the world; to invest resources to acquire a company in decline operating in a unknown sector, just when it was necessary to support the rapid growth of the existing family firms in the power generation business. And on many other occasions.
The Art of the Possible. The Entrepreneurial History of the Bruno Family from a Small Business in Irpinia to a Diversified Multinational Group
Minoja M.;
2025-01-01
Abstract
"The art of the possible" is an expression that evokes the entrepreneurial spirit of Renato Bruno, the youngest son of the second generation of entrepreneurs in the Bruno family. It reflects the mindset with which he made many of the difficult decisions that proved decisive in transforming a small business in sothern Italy into an international, diversified group, one that is still firmly controlled by the family. "Yes, we can" is the answer that Renato has always given whenever family members, friends, managers, employees, infomed of the choice he was about to make, asked him, "It is possible?". For example, when he wanted to vertically integrate at a time when competitors, attracted by low labor costs, were outsourcing to China; to open the first unit abroad in the United Kingdom, whose market was considered one of the most difficult and selective in the world; to invest resources to acquire a company in decline operating in a unknown sector, just when it was necessary to support the rapid growth of the existing family firms in the power generation business. And on many other occasions.I documenti in IRIS sono protetti da copyright e tutti i diritti sono riservati, salvo diversa indicazione.
