Olivier Blume, CEO of Schneider Electric, credits his time as Chief Human Resources Officer with shaping his leadership style

I had the opportunity to speak with Dubai-based Bloom about his plan. Here are some of the highlights he’s focusing on now:

Creating smart energy systems: With 160,000 employees and 1 million partners worldwide, Schneider Electric already has a strong ecosystem around its products. But Blum wants to evolve from being an energy technology company into an “energy technology partner” that leverages data and connects the grid to the data center in new ways to create smarter, more efficient and adaptive energy systems for customers. Said Bloom: “Our mission is to make sure we connect the ecosystem of people and provide the technology that will make that happen.”

Accelerating the energy transition with big technology: From the need to extract more energy from existing infrastructure to the need for new infrastructure to harness solar, wind and other renewable energy sources, Blum is prioritizing initiatives to create new advanced infrastructure with partners like Nvidia Increasing the efficiency and performance of current systems. Among other things, it is launching a new global brand of advisory services to help clients meet those needs. “This acceleration in supply and demand is happening faster than expected,” Bloom said. “This will disrupt the way we invent the technology of the future.

Moving beyond ESG standards: “While we want to deliver strong financial results next quarter, we always try to envision how we are impacting our environment positively,” Bloom said. “We still want to be a responsible company in the short and long term. We used to call this social responsibility – it was more honest – and then it moved to environmental, social and governance sustainability, and the next cycle will probably be more about impact responsibility… You don’t have to do the energy transition just for the sake of your wallet or the planet, but because of demand.”

Keep management layers to a minimum: The complexity of large companies can be a An obstacle to decision making. Blum’s solution is to “maintain one common layer…that’s 20% of the things that need to be truly global in terms of strategy” and build out its four regional hubs to “create empowerment and agility in the way we run the company.” This means more resources, centralized supply chains and autonomy for regional operations in places like North America and China “to empower the people as close to the action as possible.”

Creating culture from the top: “At the end of the day, you can have the best technology and the best brands, but 90 percent of the success is how you choose the people you put on the job,” Bloom said. Bloom credits his time as a human resources executive with making him more attuned to the importance of leadership, noting, “You realize how much people’s culture and behavior are influenced by what comes from the top of the company.”

You can read the full interview here.

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Contact the CEO daily via Diane Brady at diane.brady@fortune.com

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