Carlos Ghosn Nissan Case Study

Nissan and Ghosn: Case Study Recommendation Essay examples

1568 Words7 Pages

Introduction
In 1999, Renault bought equity in the Japanese automaker Nissan. As part of this bailout, Nissan borrowed Carlos Ghosn from Renault to become their first non-Japanese Chief Operating Officer (COO). To turnaround an unprofitable company, Ghosn imposed new management ideas despite deeply anchored Japanese business practices and culture. With his leadership, Ghosn lead and motivated Nissan’s employees, and the company became profitable. However, Renault planned for Ghosn to leave Nissan and return as its Chief Executive Officer (CEO). This leadership void threatens Nissan’s “sustainable pattern of customer focus and profitable growth” (Millikin 9). Nissan needs to continue the momentum and motivation to accomplish growth.…show more content…

Next, the committee can identify, screen, and interview candidates. Afterwards, the committee can recommend candidates to the board for consideration and their eventual decision (Poston 1). Alternatively, if one exists, Nissan should implement their succession management plan. This plan should align with Nissan’s corporate strategy. Evaluation criteria are critical to the search committee. To build consensus, the committee should examine the past and the present to understand the future. With his recent success and credibility, Ghosn might become a benchmark for the search committee. An examination of Ghosn would reveal his background and multicultural experiences, which have enabled him to embrace the cultural differences between the Japanese and him. He fervently believes that “cultural conflict, if paced and channeled correctly, could provide opportunity for rapid innovation” (Millikin 5). In hindsight, as the case suggests, Ghosn recognized the primary need to focus on corporate culture without passing judgment, recognizing its pros and cons.
As an example, Ghosn confronted the Japanese method of performance evaluations and employee advancement. In Japan, factors like age, education level, and years of service to an organization determine career advancement. Except for those whose actions reflect poorly on the group and its members, seniority is the key factor for recognition and promotion. Thus, power distance is high in Hofstede’s Five

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