From Audi to Alfa Romeo

In my book “Business Philosophy according to Enzo Ferrari” I dedicated one chapter to “Sustainability”, today’s responsibility for tomorrow’s business. Of course, such a concept includes recycling, but not only of materials, but also ideas. Sometimes an idea or a design is ahead of its time or could not persuade management, nor other required target groups.

This is especially true for concept car, for what I present different examples. One of them is the 1981 Audi Quartz, designed by Pininfarina. Even if several ideas of the fully functional car had been included into future Audi models, the design itself not. But 15 years later, the lines finally found  their way to public roads, realized as Alfa Romeo GTV.

The GTV is still seen on our streets; Alfisti or other car enthusiasts can explore the Quartz at the the Audi museum mobile in Ingolstadt. Furthermore, it is an honor that copies of my book will be included into the company archives of both, Audi and Alfa Romeo.


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Unternehmensphilosophie nach Enzo Ferrari (German)

Ein Buch zu schreiben ist wie eine Reise anzutreten. Man packt die Koffer, legt sie in den Kofferraum und startet den Motor. Trotz aller Planung weiß man aber nie sicher wo man ankommen und wen man treffen wird. Ähnliches passierte mir mit diesem Buch. Dank der früheren Auflagen kam ich mit interessanten Menschen ins Gespräch und reiste zu noch unbekannten Orten. Deshalb war die zweite Auflage mit einer deutschen Einleitung unausweichlich.

Es war ein Vergnügen Enzo Ferraris Welt zu erforschen, da es nicht nur eine Reise in die Vergangenheit war, aber auch unsere gegenwärtige Geschäftskultur erklärt. Auf einer zweiten Ebene ist dieses Buch mehr als eine Biographie, da es auch auf meiner zehnjährigen Geschäftserfahrung in Mexico und allgemein Latein-Amerika beruht. Dabei präsentiert es diese Länder nicht als Risikofaktoren, sondern also eine positiv inspirierende Geschäftskultur. Wie im folgenden Buch betrachtet, Enzos Ideen sind denen Steve Jobs, Bills Gates und Richard Branson ähnlich. Interessant, da diese ungefähr ein halbes Jahrhundert später als er gelebt haben; weiter aus komplett verschiedenen Kulturen stammen und in anderen Geschäftsfeldern tätig waren.

Wo und wann auch immer man den Text lesen wird, man entdeckt das Nachhaltigkeit und Mitarbeiterführung keine neuen Konzepte sind, aber so schon im letzten Jahrhundert, und weit davor, praktiziert wurden. Enzo Ferrari und seine Weggenossen sind heute genauso relevant und inspirierend wie sie in der Mitte des 20ten Jahrhunderts waren. Mehr noch, dank der aktuellen technischen Entwicklung, Industry 4.0, wird ein handwerklich und künstlerischer Unternehmer wie Enzo wieder gefordert sein und so eine verdiente Renaissance erleben!



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From Mexico to Ferrari

Living and working ten years in Mexico, including visiting other Latin American offices, allows you to receive a precious insight into the local business culture. Because of globalization and digitization, the world moves closer, but nevertheless some habits and characteristics stay fortunately the same.

It is interesting to understand Latin culture, as key values as “trust”, “relations” and “respect” stay relevant today as they had been in last century’s Italy or even much earlier in the Roman Empire. If we take a manager and leader as Enzo Ferrari, we understand that his toolkit of soft- and hard -skills stayed relevant. Due to this, he and his companions are an inspiration for the actual generation of leaders, especially as thanks to today’s possibilities, the scope of scale is decreasing and a more craftsman business approach can lead again to success.


It was a pleasure to combine my personal business experience with Enzo Ferrari’s business philosophy to present his generation as modern and successful leaders, who are worth to get rediscovered! Often the business cases are directly related to a special car model or a championship, so that the book is further an entertaining view on person and companies, starting with his family background, the Alfa Romeo years, Auto Avio Costruzioni and finally his own Ferrari Company.

Such a success story cannot get told only from the inside, so we learn about other important figures as for example Vittorio Jano, Carlo Chiti, Giotto Bizzarrini, Ferruccio Lamborghini, but also Tazio Nuvolari and Niki Lauda.

The results are now on 330 pages, including numerous photos:

Henz, Patrick (2016): “Business Philosophy according to Enzo Ferrari”

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Compliance teams don’t grow in relation to revenue

The Society of Corporate Compliance and Ethics (SCCE) published its Staffing and Budget Benchmarking Guidance Survey 2016. A relevant document for all Compliance Officers and CFOs to compare the own resources to the SCCE’s results.


Buenos Aires

The Latin American Corporate Counsel Association (LACCA) took these statistics and concluded that Compliance teams don’t grow in relation to revenue. This is not an automatic red flag, but has different explanations. It was a pleasure and honor to be involved in this article.

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Compliance and the Ethical Dilemma of Self-Driving Cars

A modern company’s Compliance system works with values and controls, Asimov’s Law provides the basic fixed values for a robot or intelligent software. Similar to a Compliance system we cannot keep the machine alone with this. Artificial Intelligence researcher and author Andrew Rosenblum created the example that the self-driving car faces the situation that a truck is approaching from the front, what surely will destroy the car and kill its passenger. The only possibility to avoid this situation is to swerve and drive the car into a group of 15 pedestrian.  Purely based on Asimov’s Law, the car would have to do the mathematics and decide to sacrifice its own passenger. This may interfere with the car’s obligation to protect its passengers and owner. Due to this, the car manufacturer may feel tempted to include an additional guideline into the software that the car has to protected its owner, as this is the person who pays the company for the intelligent car.

What about the 1:1 situation, where the decision is to sacrifice the passenger or one pedestrian? Here the car has to decide always in favor of its passenger? A government cannot burden such a decision on the car manufacturer, programmer or the software. It is required to establish laws and guidelines, which an Intelligent Software has to follow, especially in such grey areas. If such a near future scenario, the Compliance Officer must be able to control the potential “if-then”-strings of the software, similar as he or she has to control the presented human behavior As the discussion about the Volkswagen defeat-software and emission controls show, software engineers are under high pressure to reach the high external and internal goals; they are tempted to find solutions to bypass the regarding controls.

2010 Alfa Romeo Giulietta

2010 Alfa Romeo Giulietta

Today chip-tuning is already used to change the management of the engine and find additional horse-power. This is in most cases legal, but liberates the car manufacturer from its guarantee. When self-driving cars are a relevant market, it is a question of time, when programmers will offer software to ensure a higher safety for their owners, programmed preference for the passenger against the pedestrians. As different countries have different legal-systems and underlying values, for example Roman or Anglo-Saxon Law. Most properly an auto-pilot requires different processes for such decision making.  In one country choosing the option with the less numbers of victims maybe be adequate, but in another country actively driving the car against this one person may be interpreted as an active killing and murder. Governments and car manufacturers are required to find solutions how to avoid this, via law, but also technical protections against non-approved software. Similar to today’s computer viruses, it will be a continuous competition between new viruses and the anti-virus industry.

Henz, Patrick (2017): “Compliance is a Race Car.”

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Compliance Communication and the sold Painting

Due to the legend, Vincent Van Gogh only sold one painting in his lifetime, the “The Red Vineyard at Arles”, today to be seen at the Pushkin Museum for Fine Arts in Moscow. Other sources doubt this, but it is confirmed that especially in his later years (he came originally from a middle class family) he lived in poverty, as he was not able to create the deserved demand for his art. The critical acknowledgment started only after his death.

In opposite to Van Gogh, the Apple Company is a master in creating successful communication and marketing campaigns. To keep up the hype, the company continuously launches new products, which meet the established high quality level. Communication is important, but it can only work, if the delivered products and solutions can satisfy the promised quality.


2016: Apple Shop, New York

Two relevant examples for the Compliance Officer, as he or she is also a salesperson, selling the Ethics & Compliance message. As Van Gogh shows, it is not enough to have a good product, it must be accompanied by an adequate marketing. The CO not only has to control the company’s gifts & hospitality processes, but further can learn from the sales colleagues.

Every Compliance training is also a sales pitch! It is not enough to only inform the employees, but you have to motivate them. Even the best Compliance controls and processes cannot prevent that intelligent employees could find a way to bypass them. That is why it is imperative that employees do not only comply because they know that there are processes and controls, but because they believe in the sustainable success of clean business. To reach this goal, the tone in the trainings may be different from country to country, but always has to include a certain entertaining factor. This ensures not only that the target group keeps up the attention level, but also humor may inspire to think about the message. Such creativity, of course, requires an adequate and intelligent form of humor, such as irony or sarcasm.

Such communication supports also in another way. As employees talk about the training, the participation rate will go up and the training target gets reached faster.



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Business Philosophy according to Enzo Ferrari: from motorsports to business, Paperback

“An inspiration for managers, leaders and everybody who is interested in Enzo Ferrari’s life.”

Born 1898 in the Northern-Italian city of Modena, Enzo Ferrari lived his dream and founded the world’s most famous sports car manufacturer. This book analyzes how he achieved his goals by what are considered to be modern concepts. Or were leadership theories, emotional intelligence, business ethics, client orientation and sustainability already guiding principles of business in the beginning of the last century.

In his own words, and drawing several parallels to Italian history, he thought he was living in the wrong time. But taking off Il Commendatore’s sunglasses, this book presents him as a surprisingly modern leader, who, conscious or not, acted conform the latest business and leadership models, confirmed by key decisions of his company, including the racing-team.

The book not only uses racing decisions and car development as examples, including many photos, but sets them in relation to Enzo’s personal business philosophy.




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