A case study research about Nissan's legend leader Carlos Ghosn by analyzing his characteristics and a story about how could he bring Nissan back to field

1. NISSANA Miracle Story

3. 1
Personality
- Individual
Characteristic
- Leadership style
2 3 4
Key Decisions
- Key decisions
- Factors
Influence
Implementation
- Revival Plan
- Evolution of
structure
Lesson Learnt
- 3 OB Levels
Analyst Process

4. CARLOS GHOSN - PERSONALITY
Leadership
Styles
DISC
MBTI
Contribution
of
preferences
1
- To dertermine 16
types of personalitiy
- Which are preferences
- Which letter was
priority base on
normal behaviours
- Determine his leadershipstyle
by behaviours
- Which evidences prove that?

5. MBTI – CONTRIBUTION OF PREFERENCES1
(E)xtraverted (I)ntroverted Conclusion
Aware of environment, maintain network,
goodlistening skill and good motivating skill
Keep the value of Nissan, analyze deeply
organization.
E
(S)ensing types (N) Intutitive
Give precise and quantifiable objective,
implementation details closely with staffs
and subordinates
See big picture, develop new possibilities
S
(T)hinking types (F)eeling
Improve personnel system to raise job
satisfaction, respect other cultures and
background, communicate through
organization
F
(J)udging types (P)erceiving
Strong decisiveness to build and perform
CFTs, restructure and cutting cost
Show idea of building CFTs
J

6. THE CONSUL1
ESFJ – The Consul
“ESFJ managers enjoy the responsibility that comes with organizing social situations,
and the enjoyment they feel in managing other people translates well into management
positions. As team leaders, ESFJs find ways to make everyone feel involved, uniting
people and smoothing relations in order to get things done.”
Strong sense of duty
Strong practical skills
Good at connecting others
Sensitive and warm

7. DISC MODEL1
Show enthusiasm in working
Be optimistics & confidence
to bring returns and make
company survival.
Prioritized taking action value
coaching and counseling
Influence Dominance
Creates vision and meaning for the
organization.
Get straight to the point and Direct,
demanding, forceful, strong willed, driven.

8. LEADERSHIP STYLES1
Transformational
leadership
 Be close to
subordinates
 Encourage and build
open environment
Democratic leadership
• Encourage the innovation
• Involve staffs in the
decision making process
• Give the suggestion to all
Leadership Styles
Situational leadership
• Develop and implement
flexible strategies to fit the
circumstances
• Understand how to adapt
culture differences
People oriented
• Empowerer people,
appreciating others’ opinions
• Make the employees share the
vision and understand their
important contribution

9. KEY DECISIONS2
01
0302
04
Reconstruct the
organizational structure
Focus on R&D
Moving from
multiregional to
global
Cost cutting

10. RESCONTRUCT THE ORGANIZATIONAL STRUCTURE2
01
02 03
Change in Board of Director
80% Reduction on number of directors 18 executives resigned 3 executives came from Renault
Bottom approach Increased the sense of urgency Changed working culture
Replacing bureaucratic structure with
cross-functional teams (CFTs)

11. COST CUTTING2
Reduce purchasing cost
- Cutting 50% suppliers
- Change to competitive biding
- Apply 3-3-3 program to cut cost
Close plants and staffs reduction:
- Amount of employees reduced from 141,530
to 118,160 in 3 years
- 5 plants were closed
-5
-23270
-20%
-50%
¥372.26B
¥82.57B
3-3-3
28.87%
Returns
Costs

12. MOVING FROM MUTILREGIONAL TO GLOBAL2
Africa America Europe Asian
Create worldwide
headquarter (GNX)
Empower program director
Performance – oriented compensation
Globally controlled functions

13. FOCUS ON R&D2
01 Focus on core technologies
02 Alliance with Renault
03 Invest several hundred million
dollars to expand engine and plants

14. KEY FACTORS INFLUENCE DECISION PROCESS2
Personality: High expectations, demanding on
action, very focused on speed, result-driven but
still respectful of the cultural differences.
.
Background: experienced in international and
multi-cultural business environment
Individual

15. KEY FACTORS INFLUENCE DECISION PROCESS2
Decision
Context
Major changes which
would determine
survival of the firm
Disruptions to
the status quo: high
uncertainty
Potentially conflicting
goals: making changes
and safeguarding
identity

16. KEY FACTORS INFLUENCE DECISION PROCESS2
Politics inside the firm: some
departments (Engineering) were more
dominating than others (Purchasing)
Culture of the firm: conservative,
bureaucratic, blame-seeking
Complicated and impair operation: the
role of managers is ambiguous in term
of responsibility and accountability.
The established network of
suppliers and keiretsu
ORGANIZATION CONTEXT

17. ORGANIZE TO ACHIEVE REVIVAL PLAN3
Product Planning
PurchasingSales & MKT
Engineering
Manufacturing
Finance
Design
R&D
Sales & Marketing
Purchasing
Phaseout of product and
management

18. EVOLUTION OF STRUCTURE3
Product Planning
Purchasing
Sales & MKT
Engineering
Manufacturing
Finance
Logistics
HR
Design

19. LESSON LEARNT4
“Building open corporate culture aims to enhance the spirit of
cooperation and maximize individual capacity.”
“Determining the organizational structure and setting out clearly
assignments will increase their sense of responsibility and job
performance.”
ORGANIZATION

20. LESSON LEARNT4
““All departments of company should have a strong interaction and
coopporation for improving work efficiency .”
GROUP

21. LESSON LEARNT4
“Each individual should be respected and offered opportunities to
perform to their full potential..”
INDIVIDUAL

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