In today’s rapidly changing world, the ability for an organization to adapt and transform is critical. But while nearly 75% of leaders believe that their organization risks going out of business without fundamental transformation in the next decade, only 29% say that their organization has been very or extremely successful in its transformation efforts.
In today’s Redefiners episode, Schneider Electric Chairman Jean-Pascal Tricoire joins Russell Reynolds Associates CEO Constantine Alexandrakis and leadership advisor Marla Oates to talk about why and how he led an audacious transformation of the company to become a global technology leader in software, sustainability, digitization, and electrification. Jean-Pascal talks about how he got the board, executive leaders, and team aligned around this new sense of transformational urgency and the first steps he took in the process. He shares why he built a leadership team designed for tension and friction to drive better decision-making, and how he got things back on track if something didn’t go according to plan. He also shares how he maintained his own vision and energy throughout the 20-year transformation process.
We’ll also hear from Sean Dineen, leadership advisor at Russell Reynolds Associates, who shares why organizations can struggle to make change stick—even when the need to transform is clear.
Jean-Pascal Tricoire
Chairman, Schneider Electric
Jean-Pascal Tricoire is the Chairman of Schneider Electric.
He served as Chairman and CEO (2011-2023), CEO (2006-2011), and held several executive positions prior, including COO (2003-2006).
Under his leadership, Schneider Electric transformed into a technology leader in software, sustainability, digitization, and electrification. He redefined the company's purpose and technology portfolio, quadrupled its revenues, and rebalanced its geographical footprint.
Jean-Pascal has dedicated nearly four decades to Schneider Electric, joining in 1986 and holding leadership roles across France, Italy, China, South Africa, and the United States.
He is committed to leveraging technology for a net-zero and inclusive future. His deep knowledge and passion for technology, software, energy access, sustainable development, diversity, equity, and inclusion, along with his expertise in international business and strategy, bring distinctive value to the board.
He has been honored as a Knight of the Legion of Honor and Officer of the National Order of Merit in France. His board memberships include:
• Independent Director on the board of Qualcomm
• Independent Director on the board of EQT AB
• Member of the Asia Business Council
• Member of the Board of Trustees of Northeastern University
• Member of the Community of Chairpersons of the World Economic Forum
• Member of the International Advisory Council of the Singapore Economic Development Board
• Member of the advisory councils of Shanghai, Beijing, and Hong Kong
Jean-Pascal holds a degree in Electronic Engineering and an MBA from the Emlyon Business School in Lyon, France.
Jean-Pascal Tricoire
Chairman, Schneider Electric
What it means to be a Catalyst CEO to recognize transformation opportunities while aligning your board, leadership team, and people around the urgency
How to use “micro-movements” and storytelling to create transformation at scale
How to create productive tension and friction on a leadership team for better decision-making
The differences of driving transformation as a board member versus a CEO
Talking Transformational Leadership with RRA’s CEO Constantine Alexandrakis
The Eight Moves to Rewrite Your Leadership Playbook with Former IG Group CEO June Yee Felix
Leadership Lounge: How to Create and Maintain Impact as a Leader
Driving Transformation with Volvo Cars President and CEO Jim Rowan
Leadership Lounge: Beyond Handshakes: How to Build Trust and Transform Executive Team Performance
A closer look at the research from this episode:
The Catalyst CEO: Why CEOs Can’t Lead Transformation Alone—And What the Best Do Instead
Why Organizational Inertia Is Killing Your Transformation—And What to Do About It