Business Case Studies, Leadership, Carlos Ghosn as CEO of Nissan and Renault: Can He Rework the ‘Nissan Magic’?

In the second phase of the revival plan, which started in 2001, Carlos Ghosn stressed on selling more cars, improving the top line growth as well. Dropping non-performing products from its portfolio, the company introduced trendy new models in SUVs and minivans category. An updated Z sports coupe was reintroduced in the market. The phase two increased sales by one million and debt was brought down to zero.

With his unconventional leadership style and charisma, he began tow in praises from the employees of the company as well as from the industry and the public. Sometimes, people in streets would stop him and wish him success saying, 'Gambatte [go for it]'. TIME magazine named him the most influential global business executive and more and more Japanese companies were embarking on the gaijin [Foreigner]-Ghosn’s style for attaining maximum benefits in a short time. His colleagues at Nissan were particularly impressed by his dedication towards achievement of targets and his 24/7 work ethics reinforcing the importance of hard work. His devotion towards the revival of the company from problems, for which he was not in any way responsible, encouraged his peers to work hard and contribute towards a common goal. Toshiyuki Shiga who was made in charge of the Nissan’s expansions in China had once remarked, "He told me to make a clear strategy for Nissan in China, and he gave me two months to do it." ¹⁴ While he ensured that the progress was undertaken without holding any individual responsible for the past crisis, he was also at the same time particular about results.