Shift
Inside Nissan’s Historic Revival
Editorial Review
Having a mixed culture with a mixed education, Carlos Ghosn was able to lead Nissan to the next success. Traveling from Lebanon to Brazil, then Paris and America curved his methodology and his way of thinking in a way that enables him to turn a losing company to be one of the top winning ones. Learning how to build a new whole plan and make alliance with Renault while maintaining the company’s culture isn’t easy. But what made it possible is that you learn by doing, practicing, and trying.
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Wisdom to Share
The study of language is the best way of understanding the connections between peoples and cultures.
"In 1960, when we arrived in Beirut, it was a prosperous, vivacious, sunlit, charming city, beloved by tourists, as well as the financial center of the diaspora and of the other countries in the region. Lebanon was considered "the Switzerland of the Middle East."
"People are surprised at the speed of the progress we’ve made because we didn’t accomplish it with strident pronouncements or grand declarations. In fact, we went about our work very deliberately and very methodically, but without making any compromises."
The CEO is the leader of the company. He must be certain that the vision of the company and of its future is known, understood, and shared by everyone, including the factory worker and the car salesman.
This is a century that's going to be increasingly marked by globalization, like it or not. It's a fact. Barriers are falling and all sorts of exchanges are proliferating—economic, financial, cultural, and human.
"As far as I'm concerned, globalization and respect for national identity must go hand in hand. Your identity includes your country of origin, your culture of origin, its history, and its language."
"In every step we've taken, we've been very careful not to institute changes that haven't been based strictly on the advantages they give us; the progress in company performance that they contribute to."
"Credibility rests on two pillars. First of all, performance; if you don't perform, you're not credible. Second one is transparency. Even when you're not performing well, transparency can help you."
"What's fascinating about the automobile industry is that it doesn't produce an ordinary product. An automobile is the object of both reason and emotion."
"You choose a car according to certain standards—having to do with quality, of course, price, and availability—but also according to the image, the design, and the sensation it produces. You make a purchase that's rational and emotional at the same time."
The head of Michelin, Francois Michelin, didn’t learn to do what he did from management text books; rather, it was: openness to giving young executives great responsibility, Indifference to their origins and the attention he paid to facts more than theories that turned his company from what was basically a domestic firm into a multinational corporation, and a strong tendency to focus on individuals.
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