Audi 2013 Annual Report Download - page 32

JOSEP “PEP” GUARDIOLA I SALA
JOSEP “PEP” GUARDIOLA I SALA
was born on January 18, 1971 in the Spanish village of
Santpedor. He joined the La Masia youth academy of Barcelona
in 1984 and played for its first team from 1990 to 2001
before going on to play for clubs in Italy, Qatar and Mexico.
In 2008, Pep Guardiola was appointed first-team coach
of Barcelona. He won 14 titles in just four years, entering the
record books as the Catalan club’s most successful coach
ever. Pep Guardiola has been the FC Bayern Munich coach since
2013. He and his wife Cristina have three children.
Do you agree, Mr. Guardiola ?
GUARDIOLA : From my perspective, I can obviously vouch for
that. We are now able to recruit an unlimited number of
European players to our team. Without the Bosman ruling
at the European Court of Justice in 1995, that would never
have happened.
And what does that ruling mean for you as a coach ?
GUARDIOLA : It gives me the opportunity to field a very diverse
team. In that respect, European integration is a guarantee
of success in the world of soccer, too. FC Bayern Munich is evi-
dence of that. The Dutchman Arjen Robben plays a brilliant
pass to the Frenchman Franck Ribéry. He scores. And without
the German Manuel Neuer in goal, the game wouldn’t even
be possible.
Can dierent characters in a team or a company also
become a curse ?
STADLER : Most definitely not. Diversity brings diverse ideas.
The trick is melding them, and that takes a huge amount
of tact in dealing with employees. But that’s what it takes to
steer a global enterprise successfully. GU ARDIOLA : Yes,
you definitely need that. But with so many stars in the line-up,
as we currently have at FC Bayern Munich or my former club
in Barcelona, you may also come across situations where diver-
sity can be destructive. Everyone wants to play, but I can only
put 11 players on the pitch at any one time. The ones left on
the substitutes’ bench are most likely to be the ones who aren’t
happy with my decision. And then there’s the pressure from
the press and the fans to select particular players. Whenever
I left Lionel Messi on the bench, for example, the whole of
Barcelona was in uproar.
Are there any parallels between substitutes and
the tough business of a successful carmaker ?
STADLER : Audi doesn’t have anyone sitting on the substitutes’
bench. Everyone is in action and knows their position in
the formation. In that respect too, it is all about eciency.
Compared to our competitors, we have the fewest employees
per car built. That also means that our human resources
managers have to perform at the highest level, because we
need to sign up the very best players.
What is your most demanding task as Chairman of
the Board of Management ?
STADLER : Setting the direction. In order to be successful,
I am especially consistent about that. I say a clear “No” if
I think concepts won’t produce the results. On the other hand,
I strongly advocate them if I am convinced that they point in
the right direction. That is what employees expect from a boss.
Ultimately my colleagues on the Board of Management
and I bear responsibility for over 70,000 employees and their
families. I can’t aord to be a procrastinator.
What exactly do you mean by that ?
STADLER : That I have to be assertive. Even if that means
swimming against the tide. I’ve had to do so ever since I was
a child. My time at boarding school was no bed of roses. I made
many friends who I am still in touch with today, but I also had
to learn to keep fighting my corner and to stand up for my con-
victions. But trying to do so as a lone wolf doesn’t always work.
Those were important lessons for me, and ones that stand me
in good stead both in my job and in my private life.
Does that mean you run the Stadler family like a business ?
STADLER : Others set the pace at home. Whether we’re talking
about the shopping list or my daughters’ taste in music.
What’s the story in the Guardiola household ? Who calls the
shots there ?
GUARDIOLA : My kids and I have a similar taste in music,
thank heavens. We can agree on Coldplay at least … I certainly
don’t want to be the manager at home. My wife and I take
decisions jointly. Harmony is important to me. I learned that
at an early age. I also went to boarding school and struggled
at first. I often felt alone and always phoned my parents in
the evening.