Individual Term Paper Case 11: Carlos Ghosn: Multicultural Leader as CEO of Nissan and Renault Executive Summary Leadership is the ability to influence others to achieve a common goal. Culture is the values‚ understandings‚ assumptions‚ and goals that are passed from generation to generation. Strategy is the choices an organization makes on how they will operate and differentiate themselves from competitors. All of these three variables (leadership‚ culture and strategy) make up the formula
Premium Leadership Culture Management
Introduction 1.1 Background of Renault and Nissan French Renault is the ninth largest manufacturer with 4.3% of the market in the world. Bartlett‚ Ghoshal‚ and Beamish (2008‚ p. 587-588) found “In the spring of 1997‚ Georges Douin‚ Executive Vice President in charge of corporate strategy‚ had submitted an international development plan to Renault’s Management Committee‚ at the request of Louis Schweitzer.” Renault wants to entry in the Asian market. Especially‚ it researched Nissan which manufacturer in
Premium Strategic management Carlos Ghosn Renault
Carlos Ghosn led one of the most dramatic turnarounds in the history of the modern corporation. Dispatched to Tokyo in 1999‚ with orders from France’s Renault SA to rescue its floundering Japanese business partner‚ Nissan Motor‚ Ghosn moved boldly. He slashed costs‚ closed unprofitable factories‚ shrank the supplier network‚ sold unprofitable assets‚ and rewired Nissan’s insular culture. Skeptics pronounced his efforts doomed. But within a year‚ Ghosn had returned Japan’s second-largest auto manufacturer
Premium Renault Carlos Ghosn Economy of Japan
organization embarking on a * similar venture sz Carlos Ghosn is an accomplished businessman whom in 1990 was entrusted by Renault with overseeing the restructuring of Nissan following their strategic tie-in. Thrust into high-level management positions at an early age‚ Ghosn already had first hand experience in cross-cultural management prior to being assigned the Chief Operating Officer role at Nissan. Part of his success at Nissan was attributable to his ability to effectively carry his
Premium Management Cross-cultural communication Carlos Ghosn
leadership was already developed at Michelin based on three principles: “assume nothing (find answers within the company); work fast; and earn trust and respect with strong results.” He diagnosed the complications that Nissan had as internal. His initial analysis was that the “company culture emphasized narrow‚ functionality based thinking at the expense of a larger strategic view.” Based on this analysis he formed cross functional teams bringing executives from all statuses and geographical locations
Premium Management Employment Strategic management
Case study report: Carlos Ghosn: Multicultural Leader as CEO of Nissan and Renault Written by Syeda (Alaina) Irfan- 15180 Introduction Think of a company with losses worth $5.5 Billion‚ debts of $19 Billion‚ poor product portfolio‚ rapidly decreasing market share and diminishing brand value. Now ask yourself would you invest in such a company? The obvious answer is probably not but would you re consider had you known that in 3-5 years time the company would be the third largest automaker in
Premium Carlos Ghosn Culture Renault
Renault Nissan Partnership In 1999‚ Renault bought a controlling interest in Nissan at 44% of the shares. This merger raised several questions about the two companies from different countries and their methods of manufacturing and business practices in how they could co-exist and profit from one another. Now‚ the merger has proven to be the "most successful partnership in the global automobile industry" (Nissan News‚ 2005). During research for this paper‚ not much if any negative information
Premium Renault Automobile Ford Motor Company
Leadership of Carlos Ghosn at Nissan by John P. Millikin‚ Dean Fu 12 pages. Publication date: Jul 25‚ 2003. Prod. #: TB0147-PDF-ENG In 1999‚ after posting losses in eight of the preceding nine years‚ Nissan seeks a partnership with Renault. At the request of Nissan‚ Carlos Ghosn is appointed COO. Ghosn‚ a Frenchman with Brazilian-Lebanese heritage‚ who has spent much of his career in Michelin in Latin America and the US‚ has earned the nickname "Le Cost-Killer" during his tenure at Renault. Despite
Premium Carlos Ghosn United States Management
In 1999‚ the Nissan was suffering under a decade of decline and unprofitability‚ in fact the company was on the verge of bankruptcy‚ with continuous loses for the past eight years resulting in debts of approx. $22 billion. Elements impacting Nissan’s performance prior to the global alliance with Renault Internal factors: Emphasis on short-term market share growth instead of a long term success strategy; Advanced engineering and technology‚ plant productivity‚ quality management. However‚ less
Premium Automotive industry General Motors Subprime mortgage crisis
theories of cultural dimensions‚ it will be important to concentrate on those dimensions which reflect the greatest difference in culture. In our case‚ our group will be examining the 1999 merger between auto manufacturers Nissan and Renault. The merger between Nissan and Renault is significant culturally speaking because Nissan is a Japanese company‚ while Renault is French. Firstly‚ the dimension of “individualism vs. collectivism” will be important to analyse. This is due to the fact that
Premium Cross-cultural communication Gender Gender role