NISSAN CASE In the following‚ we are going to determine and discuss the 8 steps of Kotter in the Renault-Nissan article. The first step on the Kotter “scale” is “Establishing a sense of urgency”. From the beginning‚ Carlos Ghosn had a very clear communication strategy. He worked on creating a sense of urgency by sharing to the world how bad Nissan’s situation was. On the 18th of October 1999‚ Ghosn got straight to the point‚ by affirming to the auditors that Nissan was in a bad shape and was losing
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The Occupation of Japan lasted from 1945-1953 and the leader was… the famous Douglas MacArthur. From his beginnings in Little Rock‚ Arkansas to his heroic actions in the 2 World Wars he was one of the greatest generals of all time. The occupation was considered an Allied-led mission to “disarm” Japan and prevent them from remilitarizing. And while their military was totally dismantled that wasn’t enough from MacArthur. He believed that Japan needed to be in “peace-like state” and he vastly changed
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months. The plan was clear and straightforward: reduce procurement costs; reduce debt; and close plants that weren’t viable and introducing new models. These decisions went against the beliefs and traditions of the Japanese industry. It challenged the keiretsu system as the choice to sell associate companies to raise cash and clear debt was never done in Japan. While Ghosn challenges the Japanese business tradition‚ he also acts with quickness to put the plan into action. Ghosn’s ability to be so direct
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T. 2004). The issue isn’t whether companies should turn their arms-length relationships with suppliers into close partnerships‚ but how (Choi‚ T. 2004). Experts agree that American corporations‚ like their Japanese rivals‚ should build supplier keiretsu: close-knit networks of vendors that continuously learn‚ improve‚ and prosper along with their parent companies (Choi‚ T. 2004). Describe the ethical issues
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The objective of a process control system is to provide a statistical signal when assignable causes of variation are present “ if you can’t describe and measure it the you can’t control or improve it.” SPC a process used to monitor standards by taking measurements and corrective action as a product or service is being produced. Control chart a graphical presentation of process data over time. A process is said to be orperating in SC when only source of variation is common(natural) causes. The process
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CULTURAL CHANGE: A COMPARATIVE STUDY OF THE CHANGE EFFORTS OF DOUGLAS MACARTHUR AND CARLOS GHOSN IN JAPAN by KOJI NAKAE B.S. Law‚ University of Tokyo (1987) SUBMITTED TO THE MIT SLOAN SCHOOL OF MANAGEMENT IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF MASTER OF BUSINESS ADMINISTRATION at the MASSACHUSETTS INSTITUTE OF TECHNOLOGY June 2005 ©2005 Koji Nakae. All rights reserved. The author hereby grants to MIT permission to reproduce and to distribute publicly paper and electronic
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:: Secret to success of Indian partnership Why do Japanese companies go for joint ventures in India? IMM Jeong-Seong Senior business analyst at the POSCO Research Institute W development. hen it comes to technology‚ capital‚ management expertise‚ and global business experience‚ Japanese companies do not lag behind Korean ones. Still‚ they often seek partnerships with local firms when entering the Indian market. Why? The president of Wipro‚ one of India’s largest information technology
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‘The global economy has moved on from the Asian Tigers; the present and the future of the global economy now lie elsewhere.’ To what extent do you agree with this statement? (40 marks) The Asian Tigers‚ consisting of Hong Kong‚ South Korea‚ Singapore and Taiwan‚ were the second group of countries to develop after World War II‚ with the first being Japan. The Asian Tigers were able to develop due to a combination of comparative advantages‚ including partially existing developed levels of infrastructure
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wide. But the ladder of success‚ which was going up suddenly fell down‚ according to Ihlwan‚ when company suffered $32 billion loss‚ along with gigantic debt due to sleaze of employees and slackness. Ihlwan writes in business week that “Korea ’s chaebol relied on accounting maneuvers to plump up profits‚ diminish liabilities‚ and generally make the business look good. But the scale at Daewoo was breathtaking” (p. 4). Means‚ apparently the dealings were looking fine but the hidden situation was the
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night in the Jamsil neighbourhood of southeast Seoul‚ Homeplus‚ the biggest and most successful overseas outpost of Britain s largest supermarket chain‚ is a hive of activity. Set up in 1999 as a partnership between Tesco and Samsung‚ the biggest chaebol (Korean for business family ) and a conglomerate that ranges from electronics to financial services to shipbuilding‚ Homeplus generates sales of more than £3 billion not to mention some of the British retail giant s fattest profit margins. It includes
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