John Elkann

Italian businessman
John Elkann

John Elkann (born April 1, 1976) is a global industrialist. He was the chosen heir of his grandfather Gianni Agnelli[1], and chairs and controls the automaker Fiat Chrysler Automobiles (which owns the Abarth, Alfa Romeo, Chrysler, Dodge, Jeep, Fiat, Fiat Professional, Lancia, Maserati, Mopar and Ram brands).[2]


  • LaStampa has always been a free newspaper because of its economical sustainability, and we're proud of it. It's the only way for a newspaper to be independent.
  • Many things are linked to being able to live with uncertainty, ...with paradoxes. But this can be a strength of an organisation and a situation.
  • I was born in New York, then I went to the UK, then I went to Brazil, then I went to France, then I studied in Italy. My life was always about being confronted with an environment where you had to adapt.
  • (talking about his children) I'm interested in avoiding two types of behaviour: one is the sense of guilt and the other is a sense of entitlement. If these two are avoided, then the rest is up to them.
  • I am a big believer of what Darwin discovered in the Galapagos, proving that the species most responsive to change will survive over apparently stronger or more intelligent competitors.
  • As an entrepreneur you have responsibilities in trying to operate well in what you have to do. There is a positive effect if you end up doing that. That’s where I try to spend most of my efforts.
  • The lesson I have learnt is that when a family and a business function, they function together. You have to have a family that works and a business that works and the two will end up working well alongside.
  • I learnt not to be desperate in bad times, and I am learning not to be bullish when times are good.
  • Artists have a sensibility that others don't have. They have a way of reading into the future.


  • He is extremely intelligent and has a great sense of responsibility. I've seen, in the past few years, he has managed several crises with extreme dignity and wisdom.
  • John was in exactly the right place at the right time to understand manufacturing at its deepest level — at a cellular level. His apprenticeship culminated in an insight that was critical to Fiat’s survival. He noticed a persistent gap between what happens on the factory floor of, say, a headlight plant in Birmingham, and what information filters up to headquarters.

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