Nissan Coursework
“Was Nissan’s CEO a technocrat?”
Managing for Competitive Advantage
Richard Lindsay
C3334452
Word Count: 989
RICHARD LINDSAY
!1
TABLE OF CONTENTS
Page
Was Nissan’s CEO a technocrat
3
Appendix 1 - Profiling
5
Appendix 2 - 3P’s
6
Appendix 3 - ESCO
7
Appendix 4 - Maslows
8
References
9
RICHARD LINDSAY
!2
“Was Nissan’s CEO a technocrat?”
The definition of a technocrat is someone that portrays characteristics of ‘ matrix management, totally quality management and new methods of strategic alliances and globalisation’. A technocrat is predefined in appendix 1 as ‘controlled, methodical and determined’. When analysing Ghosn he ultimately portrays more of these qualities than an
‘Artist’ who presents aspects of ‘volatility , unpredictability and funny’. This is shown through actions such as restructuring company management through cross-functional teams
(CFTs) and successfully implemented ‘notions of targets’ (INSEAD,2003) being longterm company goals. The qualities all highlight and derive the profile of a technocrat. In addition a technocrat is ‘straightforward, rational and comforting’ Ghosn’s ultimate goal is profitability, which is straightforward. Ghosn is described by Nissans employees as “very approachable,he reacts in a open straightforward way” and solely states that if “Nissan failed to post a profit, he would quit” categorising him as a technocrat from his actions.
A technocrat can also be identified by his performance in terms of strategy. This can be identified through the use of the 3P’s. Whittington 's 3P’s are a excellent form of analysing strategy rather than creating them. This will allow identification by analysing how Ghosn undergoes his micro level strategy, why he does it and what he enforces to provide change
(Practice, Practitioners and Praxis). Using this model (Appendix 2) Ghosn undergoes technocrat profiling how he implements his strategy, maximising profit by ‘cutting purchasing costs by 20% and reducing current capacity
Managing for Competitive Advantage
Richard Lindsay
C3334452
Word Count: 989
RICHARD LINDSAY
!1
TABLE OF CONTENTS
Page
Was Nissan’s CEO a technocrat
3
Appendix 1 - Profiling
5
Appendix 2 - 3P’s
6
Appendix 3 - ESCO
7
Appendix 4 - Maslows
8
References
9
RICHARD LINDSAY
!2
“Was Nissan’s CEO a technocrat?”
The definition of a technocrat is someone that portrays characteristics of ‘ matrix management, totally quality management and new methods of strategic alliances and globalisation’. A technocrat is predefined in appendix 1 as ‘controlled, methodical and determined’. When analysing Ghosn he ultimately portrays more of these qualities than an
‘Artist’ who presents aspects of ‘volatility , unpredictability and funny’. This is shown through actions such as restructuring company management through cross-functional teams
(CFTs) and successfully implemented ‘notions of targets’ (INSEAD,2003) being longterm company goals. The qualities all highlight and derive the profile of a technocrat. In addition a technocrat is ‘straightforward, rational and comforting’ Ghosn’s ultimate goal is profitability, which is straightforward. Ghosn is described by Nissans employees as “very approachable,he reacts in a open straightforward way” and solely states that if “Nissan failed to post a profit, he would quit” categorising him as a technocrat from his actions.
A technocrat can also be identified by his performance in terms of strategy. This can be identified through the use of the 3P’s. Whittington 's 3P’s are a excellent form of analysing strategy rather than creating them. This will allow identification by analysing how Ghosn undergoes his micro level strategy, why he does it and what he enforces to provide change
(Practice, Practitioners and Praxis). Using this model (Appendix 2) Ghosn undergoes technocrat profiling how he implements his strategy, maximising profit by ‘cutting purchasing costs by 20% and reducing current capacity
References: Blackler, F., Crump, N., and McDonald, S. (2000) Organizing processes in complex activity networks Engeström, Y. (1987) Learning by Expanding: An Activity-Theoretical Approach to Developmental Research Heracleous, L., Wirtz, J., and Pangarkar N. (2009) Flying High in a Competitive Industry INSEAD. (2010). Building Emotional Energy For Renewal: Nissan. Strategy. - (-), 675 -676. Jarzabkowski, P. (2003) Strategic practices: an activity theory perspective on continuity and change Jarzabkowski, P. (2005) Strategy as Practice: An Activity-Based View. UK: Sage. Quy Nguyen Huy. (2010). Building Emotional Energy For Renewal: Nissan. Strategy. (-), 675 -676. Whittington, R. (1996) Strategy as practice. Long Range Planning, 29(5): 731–735. Whittington, R. (2006) Completing the practice turn in strategy research. Organisation Studies, 27(5): 613–634.