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Case
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Reference no. 803-046-1
Subject category: Entrepreneurship
Published by: IBS Center for Management Research
Published in: 2003

Abstract

The case focuses on the managerial and leadership qualities of Carlos Ghosn, CEO of Nissan Motor Co. Ghosn, who was initially appointed as Chief Operations Offier (COO) of Nissan after Renault-Nissan alliance, won accolades from both industry insiders and analysts alike for the spectacular turnaround of the ailing Japanese auto major. As Nissan COO, Ghosn initiated a revival plan, which included massive job cuts, closing down of factories and breaking the traditional Japanese business alliances. He dismantled keiretsu - traditional Japanese supplier network - and concentrated on changing the organisational culture at Nissan. The case also throws light on some of the other important aspects of Ghosn''s managerial abilities. The case is structured to enable students to: (1) gain an insight into the entrepreneurial and leadership qualities of Carlos Ghosn after a review of his career spanning two and half decades; (2) analyse the approach and management style adopted by Carlos Ghosn which helped successfully turnaround a company against established business practices, and deep-rooted traditions in a foreign land; (3) understand and appreciate the role of a leader in reviving the fortunes of a loss making company which was destined to die in a distant land with a different and unique culture and environment; (4) examine the impact of multicultural upbringing on the leadership style of Ghosn; and (5) explore whether leaders are born or made in the context of the growth and performance of Ghosn. The case is targeted at PGDBA students and is part of the leadership and entrepreneurship curriculum.
Other setting(s):
1978-2003

About

Abstract

The case focuses on the managerial and leadership qualities of Carlos Ghosn, CEO of Nissan Motor Co. Ghosn, who was initially appointed as Chief Operations Offier (COO) of Nissan after Renault-Nissan alliance, won accolades from both industry insiders and analysts alike for the spectacular turnaround of the ailing Japanese auto major. As Nissan COO, Ghosn initiated a revival plan, which included massive job cuts, closing down of factories and breaking the traditional Japanese business alliances. He dismantled keiretsu - traditional Japanese supplier network - and concentrated on changing the organisational culture at Nissan. The case also throws light on some of the other important aspects of Ghosn''s managerial abilities. The case is structured to enable students to: (1) gain an insight into the entrepreneurial and leadership qualities of Carlos Ghosn after a review of his career spanning two and half decades; (2) analyse the approach and management style adopted by Carlos Ghosn which helped successfully turnaround a company against established business practices, and deep-rooted traditions in a foreign land; (3) understand and appreciate the role of a leader in reviving the fortunes of a loss making company which was destined to die in a distant land with a different and unique culture and environment; (4) examine the impact of multicultural upbringing on the leadership style of Ghosn; and (5) explore whether leaders are born or made in the context of the growth and performance of Ghosn. The case is targeted at PGDBA students and is part of the leadership and entrepreneurship curriculum.

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Other setting(s):
1978-2003

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