Case Analysis: Nissan

2015 Words9 Pages
Case Analysis: Leading Change – Carlos Ghosn at Renault and Nissan June 2015 Introduction Carlos Ghosn, born in Brazil, was earning his college degree in a French engineering program. In March of 1978 he was approached by the Michelin tire company who were looking for Portuguese speaking engineers to expand their operation in Brazil. In October 1996 Ghosn joined Renault. Renault is a French multinational automobile manufacturer established in 1899. The company produces cars and vans, and in the past has manufactured trucks, tractors, tanks, busses and trains. Ghosn’s main responsibility at Renault was to cut costs. Datsun automotive had enjoyed profitability in the United States quickly becoming the top selling import in the 1970’s. When Datsun changed its name to Nissan and was unable to find flexibility as supplier’s costs rose, sales declined, but costs didn’t. When Nissan talked with potential companies to partner with, Renault agreed. As part of the alliance Nissan and Renault agreed that Carlos Ghosn would come to Japan to be Nissan’s Chief Operation Officer directly under the CEO. In 1999 Ghosn officially took over a company with almost 20 billion dollars in debt. Thesis Ghosn is an effective leader because he shapes the behaviors of others in the organization and created an internalized commitment to achieving the new goals of the organization. In order for continued success Ghosn must continue shaping his employees behavior in a way that supports the long‐ term best interests of employees and the organization. Ghosn should develop future leaders to oversee responsibility of Nissan and Renault to ensure new ideas for each business instead of just cutting costs. Purpose The purpose of this case analysis is to determine what Ghosn did to effectively turnaround the Nissan automotive company. I will explain what the strengths and weaknesses were
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