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The Global leadership of     Carlos Ghosn          PRESENTED BY           ARIBA AQEEL         MUNAZZA JAWAID        MUBIN ...
SUMMARY
SUMMARYCarlos Ghosan, COO of NissanIdentification of problemsCarlos Ghosan Management PhilosophyGhosn form Cross Funct...
SUMMARY (CONT…) Nissan Revival Plan (NRP)   • Keiretsu partnerships   • Reorganization   • Performance Evaluations and Em...
NISSAN’S STRUGGLE Focus on production rather than customers Weak product portfolioJAPANESE MARKET Keiretsu Investment ...
NATIONAL CULTURAL ISSUES   Consensus decision making   Informal meetings (NEMAWASHI)   Promotion for most knowledgeable...
CORPORATE ISSUES   Follow up was not effective   Communication and coordination problems   Product oriented   Lack of ...
Seniority Approach in JapanKeiretsu System
CARLOS GHOSN LEADERSHIP STYLES Achievement-Oriented. Participative. Supportive. Directive.
CARLOS GHOSN ACHIEVEMENTS Nissan began to operate profit under his leadership. Resolved Communications Obstacles. Desig...
PHILOSOPHIES OF MANAGEMENTFundamental principles1. Transparency2. Emphasis on Execution3. Communication
FEELING OF NISSAN PEOPLE ABOUT CARLOS                GHOSN    Respect for their culture    Opportunities & career develo...
ENLISTING EMPOYEES SUPPORT   Walk around in entire company   Met every employee & shaking hands   Discussions for new i...
RESISTANCE TO CHANGEThe main resistance is the culture background under this there are several  resistance:   Promotion o...
TO RESOLVE RESISTANCE   Highest achievers got the highest rewards   Performance based promotion   Address issues about ...
CULTURE & NISSAN  Part of the culture was one of sub optimization with  focus only on each individual’s own department wit...
IMPACT OF CULTURE AT NISSAN                             PROBLEMS From management side:   • Lack of vision   • Ignoring cu...
SOLUTIONS TO NISSAN’S CULTURE             PROBLEM What they have did?  – CFTs (cross functional teams) What we suggests?...
The global leadership of carlos ghosn
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The global leadership of carlos ghosn

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The global leadership of carlos ghosn

  1. 1. The Global leadership of Carlos Ghosn PRESENTED BY ARIBA AQEEL MUNAZZA JAWAID MUBIN AHMED MUNIR MUBASHIR AHMED ABDUL KABEER JATOI KINZA NIZAMI
  2. 2. SUMMARY
  3. 3. SUMMARYCarlos Ghosan, COO of NissanIdentification of problemsCarlos Ghosan Management PhilosophyGhosn form Cross Functional TeamsLayoffs and plant closures
  4. 4. SUMMARY (CONT…) Nissan Revival Plan (NRP) • Keiretsu partnerships • Reorganization • Performance Evaluations and Employee Advancement Implementation of “Nissan 180”
  5. 5. NISSAN’S STRUGGLE Focus on production rather than customers Weak product portfolioJAPANESE MARKET Keiretsu Investment Employee Advancement Risk- averse attitude
  6. 6. NATIONAL CULTURAL ISSUES Consensus decision making Informal meetings (NEMAWASHI) Promotion for most knowledgeable & experience (NENNKOU-JYORETU) Finger pointing rather than acceptance Japanese business tradition
  7. 7. CORPORATE ISSUES Follow up was not effective Communication and coordination problems Product oriented Lack of vision Lack of urgency
  8. 8. Seniority Approach in JapanKeiretsu System
  9. 9. CARLOS GHOSN LEADERSHIP STYLES Achievement-Oriented. Participative. Supportive. Directive.
  10. 10. CARLOS GHOSN ACHIEVEMENTS Nissan began to operate profit under his leadership. Resolved Communications Obstacles. Designing CFT (Cross Functional Teams) Successfully redesigning Performance Evaluation and Employee advancement.
  11. 11. PHILOSOPHIES OF MANAGEMENTFundamental principles1. Transparency2. Emphasis on Execution3. Communication
  12. 12. FEELING OF NISSAN PEOPLE ABOUT CARLOS GHOSN  Respect for their culture  Opportunities & career development  Give credit of all success  Accept & participate in management process  Embrace new ideas
  13. 13. ENLISTING EMPOYEES SUPPORT Walk around in entire company Met every employee & shaking hands Discussions for new ideas Address issues of lower & middle management to top level management Take recommendations & opinions of Nissan people
  14. 14. RESISTANCE TO CHANGEThe main resistance is the culture background under this there are several resistance: Promotion on seniority Basis Risk averse Protecting career development No coordination between departments Problem with other department No tradition of Bankruptcy Difference in words and work
  15. 15. TO RESOLVE RESISTANCE Highest achievers got the highest rewards Performance based promotion Address issues about communication among employees Involvement of employees in decision making process Setting up Cross Functional Teams
  16. 16. CULTURE & NISSAN Part of the culture was one of sub optimization with focus only on each individual’s own department with little regard for or understanding of the whole.InconsistencyDeviationsProblems
  17. 17. IMPACT OF CULTURE AT NISSAN PROBLEMS From management side: • Lack of vision • Ignoring customers Further more, Ghosn identifies: • Lack of profit orientation. • Lack of sense of urgency. • No shared vision. • Lack of Cross functional implementations.
  18. 18. SOLUTIONS TO NISSAN’S CULTURE PROBLEM What they have did? – CFTs (cross functional teams) What we suggests? – Open communication – Horizontal to vertical hierarchy – Informal meetings

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