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( Financial Times ) - When in 2011 De Beers was looking for a new chief executive officer, the most obvious qualification that Philippe Meillier had for such a job was probably that he was "an outsider".
The most famous diamond mining company in the world wanted to get a leader with a fresh eye on things, so that he prepared it for a new era. And bounty hunters have found such a leader in the person of Mellier - with his 30-year experience in the workplace associated with cars and trucks and trains.
The sixty-year-old Frenchman, who at that time worked in the French industrial group Alstom, remembers how much skepticism was expressed in the industry about the fact that anyone without experience working with diamonds or in the field of mining is able to prove himself in this role. Four years later, he changed a lot - as the final owner of De Beers has changed - and has studied the mystique of the most coveted gems in the world.
"I always try to work with products that I like," he says. - This tiny piece of stone ... becomes the largest repository of value in the world. And the name De Beers on its top makes it very special. "
It's been 35 years since Mélier left the French business school Insead and began his career all over the world: first in the Ford carmaker, then in Renault, and just eight years before he moved to De Beers he worked for Alstom.
As a result of all this, he notes, he managed to bring to De Beers much similar in terms of production, even without knowledge of mining. He gained experience with brands and enterprises with significant state influence (the government of Botswana is a shareholder of De Beers).
Even De Beers sales structure - the company chooses customers, giving them a number of opportunities to buy their products, known as "sites" - reminded him of auto dealers who are also often family businesses and have strong ties with the manufacturer.
"I already had answers to many questions - so I had to supplement my knowledge with only twenty percent. In any case, I was surrounded by the best diamond specialists in the world, "he says.
At the time of his studies, Melee wanted to become a doctor, but his father and grandfather, who were both engineers, persuaded him to follow suit. He enrolled in one of the French higher educational institutions specializing in engineering, but quickly realized that this is not the way he would like to go in his career.
"I saw how many businesses are closing down," he says. "And I learned to learn, but being an engineer is not exactly my cup of tea." This expression gives him an anglophile almost as much as his cufflinks with the image of an English car of the brand "Mini": the fifth appointment in his career at Meletier is connected with London, where his two daughters were born.
What changed the Mellier, so it's his stay at the business school Insead. Unusually, he studied there, having no career experience. "I left my school where I studied engineering, in June, and in September I entered Insead in Fontainebleau," recalls Mélier.
There, he says, he liked the fact that the range of training was broader and included new areas - business, finance, marketing - as well as the fact that it was possible to get in touch with other cultures while working with students from all over the world.
"Suddenly, I discovered that this is what I wanted to do," he recalls. - There you were among more mature people, and conversations were conducted about business, about finances, about marketing ... There was an opportunity to talk and work with people who know what they are talking about. "
"Working in a team, you learn very quickly, and this is not the knowledge that you get in a French higher education institution. In addition, you are in a very multicultural environment, "he says. - I found out what the business life is like, and at the same time I learned what the whole world is like. In 1980, to get a chance to work in a multicultural environment was really new for me - certainly very new. I got a huge amount of knowledge - when you get out of there, life looks completely different. "
So what does a person from the Insead class of 1980 look for in today's young leaders? The main thing, says Mélier, is "to hire people who are going to bring something beyond their technical experience. And I'm not one of those who try to hire the same people all over. I do not need compromisers. "
For those who left Insead in 1980, says Mélier, the "golden path" opened in consulting. Mellier was torn - at the same time, Ford was looking for autophane. At some point, he decided to accept the offer to work in the field of consulting - and went to tell the carmaker that he was refusing his offer. However, recalls Melee, a senior manager at Ford directly told him that he was an idiot.
"I remember this for life," recalls Mélier. - He said: "How do you imagine it - to give advice as a consultant when you have never worked before? That's funny. Come and learn, and after that you can become a consultant if you want. " I thought about this for several days and decided that he might be right. So I started as a low-level manager in the automotive world. "
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