In this study, we’ll follow Alberto Galleti, Chairman of Azul Água Ministries, a nonprofit committed to providing clean, safe water to rural villages in developing countries. We’ll explore Alberto’s transformation from a successful Miami businessman to a dedicated champion of clean water solutions. Along the way, we’ll uncover the challenges and decisions he faces in his role. Join us as we examine this dynamic journey.
The People in This Case:
- Alberto Galleti – Chairman of the Board
- Miguel Villa – Founder and General Secretary-now retired
- Vicente Cabral – The new General Secretary
- Yara Bruno – Mexican Project Manager
Alberto Galleti, Chairman of Azul Água Ministries, was very frustrated. Azul Água was a nonprofit ministry whose mission was to help small rural villages in developing countries develop clean, safe water supplies through wells or filtration. They also helped villages with sewage treatment infrastructure as well. Alberto had been the first board member and only chairperson Azul Água had ever had. When he retired from a very successful business in Miami, he returned to San Paulo, his hometown. Retired, but still healthy and full of energy, he focused all of his attention on Azul Água.
Alberto’s heavy involvement and strong sense of ownership had been appreciated by Miguel Villa, the founder. In the first few years of its existence, Azul Água was very small and any help was appreciated. Often outsiders mistakenly took Alberto for an employee. He was always around and he transferred all of his energy and work ethic into making sure Azul Água was a success. Alberto was so committed and put in so much time that Miguel provided him an office right next to his own—an office he still retains to this day.
Miguel retired two years ago, and the board (actually Alberto Galleti) recruited Vicente Cabral to replace him. Initially, Vicente and Alberto worked well together, but recently Alberto had been thinking that Vicente didn’t respond quickly enough to instructions. He had told Vicente in very clear terms that the Southern Mexican program must be shut down by the end of September. Alberto was convinced that the resources they were expending in this small program could be put to better use when combined with the Honduras program.
Having just spoken to Vicente a few minutes ago, on the phone, Alberto learned that the program was still operational. “Vicente”, Alberto said, “I have told you three times we needed to be out of that program by September. I can’t believe it is still operating.”
“I have talked to the directors of both programs,” Vicente responded. “Yara Bruno, our Mexican Project Manager, says she believes the board really doesn’t understand the impact the program is making.”
Alberto interrupted, “This isn’t about board understanding, Vicente. I am very clear about the impact and we can achieve much greater results if we combine Southern Mexico and Honduras.”
“Two board members live in Mexico and are very fond of this particular program, and I think we ought to discuss the intention to close it with them,” Vicente suggested.
“I’ll deal with them,” Alberto retorted. “I’m the one who brought them on the board and they’ll support anything I suggest, and I am suggesting this. I can’t be responsible for the success of this organisation if we can’t respond faster to changes. I’d like to meet with you and Yara first thing next week in my office to see if we can expedite this consolidation.”
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