Please answer ASAP ya. thank you How to Drive Change Carlos Ghosn CHAIRMAN AND CEO OF RENAULT-NISSAN ALLIANCE Japan's resilience in the aftermath of the Tohoku earthquake has reminded the world of this nation's extraordinary capacity to face adversity and pull together. So much was lost. And yet, as I watch Japan come to grips with this enormous tragedy, I am filled with admiration, respect and hope. The social and cultural values demonstrated by Japan's people with such dignity, calm and resolve amid the catastrophe reaffirm my faith in the country's ability to rally in the face of almost any challenge. My regard for those values underlies my faith that the Japanese people can not only recover from the damage inflicted by the earthquake but also address their nation's longterm challenges. Three particular values come to mind. First, there is the quality of service. No other country has the same kind of reliable and predictable consumer relations, underpinned by modesty and humbleness. Second, the Japanese value simplicity. Finally, the Japanese excel in process. No one executes like the Japanese; they embody focus, discipline, relentless effort and quality combined with a respect for hierarchy. Many people believe Japan is resistant to change, that transforming Japanese companies is impossible. That's not true. You can make any change you want in Japan, with a few conditions: you need to simplify the change, explain it and connect the change with people. If you can do those things, you can do anything. In my experience, change is much easier here than in any other country. Japanese people take time to understand change and the reasons for it. And when they get it, they move fast. (See "Rising to the Challenge: Can Young People Save Japan?") I know Japanese companies can change, but successful globalization, particularly in emerging markets, will put them to the test. Japanese companies will find it increasingly difficult to compete globally without understanding and embracing diversity. At the most basic level, diversity in Japan means having more women in the workforce. The country needs more active people, and the most obvious resource is women. I don't think Japan has a choice here. Women will have to play a much bigger role and take much more responsibility in business and society than they currently do. People who say they do not have much hope for Japan don't really understand Japan. The country clings to the status quo not because people don't want to change but because sometimes their leaders don't have a clear sense of direction. How can people follow leaders who are lost? If there is one recommendation I would make to Japan's corporate leaders, it is to take the time to form a vision, simplify it, explain it and make it meaningful to people. If you can do those things in Japan, the people will make change happen. Discuss: 1. What is intrinsically Japanese style of working based on the article. 2. What is the issue then. 3. What is .

1. Please answer ASAP ya. thank you
How to Drive Change Carlos Ghosn CHAIRMAN AND CEO OF RENAULT-NISSAN ALLIANCE
Japan's resilience in the aftermath of the Tohoku earthquake has reminded the world of this
nation's extraordinary capacity to face adversity and pull together. So much was lost. And yet, as I
watch Japan come to grips with this enormous tragedy, I am filled with admiration, respect and
hope. The social and cultural values demonstrated by Japan's people with such dignity, calm and
resolve amid the catastrophe reaffirm my faith in the country's ability to rally in the face of almost
any challenge. My regard for those values underlies my faith that the Japanese people can not
only recover from the damage inflicted by the earthquake but also address their nation's longterm
challenges. Three particular values come to mind. First, there is the quality of service. No other
country has the same kind of reliable and predictable consumer relations, underpinned by
modesty and humbleness. Second, the Japanese value simplicity. Finally, the Japanese excel in
process. No one executes like the Japanese; they embody focus, discipline, relentless effort and
quality combined with a respect for hierarchy. Many people believe Japan is resistant to change,
that transforming Japanese companies is impossible. That's not true. You can make any change
you want in Japan, with a few conditions: you need to simplify the change, explain it and connect
the change with people. If you can do those things, you can do anything. In my experience,
change is much easier here than in any other country. Japanese people take time to understand
change and the reasons for it. And when they get it, they move fast. (See "Rising to the Challenge:
Can Young People Save Japan?") I know Japanese companies can change, but successful
globalization, particularly in emerging markets, will put them to the test. Japanese companies will
find it increasingly difficult to compete globally without understanding and embracing diversity. At
the most basic level, diversity in Japan means having more women in the workforce. The country
needs more active people, and the most obvious resource is women. I don't think Japan has a
choice here. Women will have to play a much bigger role and take much more responsibility in
business and society than they currently do. People who say they do not have much hope for
Japan don't really understand Japan. The country clings to the status quo not because people
don't want to change but because sometimes their leaders don't have a clear sense of direction.
How can people follow leaders who are lost? If there is one recommendation I would make to
Japan's corporate leaders, it is to take the time to form a vision, simplify it, explain it and make it
meaningful to people. If you can do those things in Japan, the people will make change happen.
Discuss: 1. What is intrinsically Japanese style of working based on the article. 2. What is the
issue then. 3. What is the role of Carlos? and what changes he initiates