Lessons from a Catalyst CEO: How Jean-Pascal Tricoire Sparked a 20-Year Transformation at Schneider Electric
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What is the urgent transformation challenge that Schneider Electric faced when Jean‑Pascal Tricoire became CEO?
Call them change makers.
Call them rule breakers.
We call them redefiners.
Hi everyone, and welcome back to another episode of Redefiners. I'm Marla Oates, a leadership advisor at Russell Reynolds. We're in for a real treat today, not only with our admired guest, but also with my special co-host, our very own Konstantin Alexandrakis, CEO of Russell Reynolds.
Hello Marla, and hi everyone. Great to be with you all today.
We're so happy to have you, Constantine. Before we get started, just a quick reminder that you can find all episodes of Redefiners and Leadership Lounge on YouTube. If you're watching Redefiners, please hit that subscribe button so you don't miss a single episode. And for our audio listeners, please don't forget to rate redefiners wherever you get our podcasts. We love to see your feedback. Constantine, welcome. You joined Redefiners last year and talked about transformational leaders. I know you've been laser focused on that topic over the last 12 months. I also know you have a new book coming out in September titled The Catalyst CEO: Why CEOs Can't Lead Transformation Alone and What the Best Do Instead.
That's right, Marla. In our search work and our consulting work with leaders around the world. Transformation is a very consistent theme. In no time in recent memory has there been more of an urgency around the topic of transformation, whether it's in boardrooms or the C suite. or really at any level within an organization, as leaders are challenged like never before to adapt. And that includes AI transformation, which is at the top of almost every leadership agenda.
That's so right. I mean, we certainly do see this across our client base. But the research also backs this up. You know, in fact, our research on transformational leaders with CEOs across the world, nearly 75% believe that their organization risks going out of business without significant and fundamental transformation in the next decade. But, perhaps more tellingly, only thirty percent of leaders believe that their organization has been successful or extremely successful in its transformation efforts. That's quite a large gap.
That gap is a big problem, Marla. Most leaders understand that transformation is necessary, but the harder question is how do you actually make it happen, especially at a time when disruption is no longer episodic, but really a constant theme. That's what inspired me to write the book, to set out how CEOs can activate transformation at scale. And the good news is that even if the challenges are new, the way to successfully transform an organization remains constant. And the premise is simple. You can't do it alone. Instead, you need to spark a chain reaction, engaging your board, engaging your leadership team and the organization at large to co-own that transformation and all work together. to make it happen.
I imagine that you experienced that challenge when you took on the CEO role in 2022. And I recall you launching a major transformation initiative here at Russell Reynolds. And really we're continuing to push the envelope on how we can serve clients more effectively. I watch this as an observer, but please tell us what that was like for you personally.
Well, you've also been a participant, Marla, because as you know, we're still transforming. There's no foreseeable end of the change cycle. But similar to our guests today, our firm was doing really well, but we needed to think about how we stay ahead rather than stand still in order to best serve our clients now and into the future.
How did Jean‑Pascal create a clear, simple strategy (electrification, digitisation, efficiency, sustainability) to spark change?
And one of my earliest learnings from that was adjusting from thinking about my transformation agenda to thinking about our shared path forward as a firm and catalyzing. That team effort rather than commanding a top down approach.
Yes, you and our guests certainly have a lot of shared experience in that regard. So I'm really looking forward to talking with him about how he transformed the company.
Me too, Marla. Our guest today is Jean Pascal Tricoir, chairman of Schneider Electric. Prior to his current role, Jean Pascal served as chairman and CEO and held several executive positions over his four decade tenure at the company.
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Chapters
8 chapters
1
What is the urgent transformation challenge that Schneider Electric faced when Jean‑Pascal Tricoire became CEO?
0:00–3:53
2
How did Jean‑Pascal create a clear, simple strategy (electrification, digitisation, efficiency, sustainability) to spark change?
3:53–8:37
3
What are “micro‑movements” and how did they help scale Schneider’s transformation?
8:37–12:37
4
Why did he build a leadership team designed for tension and friction, and how did it improve decision‑making?
12:37–16:39
5
What types of organisational inertia block transformation and how can leaders overcome them?
16:39–21:02
6
How did storytelling and a concise communication strategy keep the transformation agenda alive?
21:02–24:53
7
What practices did Jean‑Pascal use to maintain energy, vision, and stamina over a 20‑year transformation?
24:53–29:02
8
What rapid‑fire insights reveal the personal habits and leadership principles that drive lasting change?
29:02–31:35
Speakers
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