OBCarlos Ghosn文档格式.docx
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OBCarlos Ghosn文档格式.docx
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Introduction
Muchhasbeenwrittenonthesubjectofdiversitymanagementandgloballeadershipinrecentyears.Ouraim,inthiscasestudy,isnotjusttofocusontheintrinsicqualitiesofCarlosGhosnasagloballeader,thuselevatinghimtothelevelofacultfigure,whichhehimselfwouldsurelynothavedesired.Onthecontrary,weseektoanalysehowGhosnhassuccessfullymanagedtoutilizetheessentialqualitiesofagloballeadertotransposeculturaldifferenceintoapositiveforce,anopportunitytobeseizedandonethat,inthecaseofRenault/Nissan,hastakenthecompaniesfromthebrinkoffinancialcatastrophetoarejuvenatedandprosperousenterprise,equippedforthecorporatechallengesofthe21stcentury.WhatwasGhosn’svisionandhowdidhesucceedingettinghisco-workerstoadheretoit?
Howdidheinstigatechangeandinnovation,andmoreimportantly,howdidGhosnbreakwithculturaltraditioninacountryhithertounaffectedbyplantclosures,massredundanciesandcross-culturalcollaborativemethods?
Howdidhemanagetoimposehisownparticularleadershipstyleinthiscontext?
Thesearesomeofthequestionsthatthiscasestudyattemptstohighlight.
Summary
ThecasewilltracethehistoryofCarlosGhosnfromthetimehewasappointedasGeneralManagerofNissanin1999to2006afterhavingannouncedhisRenaultCommitment2009plan.ItwillcoveralltheimplicationsoftheNissan/Renaultstrategicalliance,andwilldemonstratehowCarlosGhosnhasuseddiversityinallitsforms,togaincompetitiveadvantageandtosustainprofitablegrowth.
Synopsis
Phase1
Ø
Nissanbeforethealliance
Renaultbeforethealliance
Phase2
TheRenaultNissanAlliance
Phase3
RestructuringanddevelopingNissan
oTheNissanRevivalPlan
oFocusonprofitablegrowth:
NISSAN180
oFocusonsustainable,profitablegrowth:
NISSANValue-up
Ghosnanddiversitymanagement–thegloballeaderinachangingworld
Conclusion
Phase1
Nissanbeforethealliance(slides3through6)
In1999,justbeforeCarlosGhosntookoveratthehelmofNissan,thecompanywasrankedthe3rdbiggestcarmanufacturerinJapan/theworldwith148,000employees,anoutputof2,4millionvehiclesperyear(300,000lessthanin1996,thelastyearthatNissanhadmadeamodestprofit).Thegrouphadstokeduplossesof684¥
billionforatotalsalesrevenueof6,600¥
billion.
Nissanheld6,6%oftheworldmarketin1996andthisfiguresubsequentlydroppedto4,9%in1999.AtthesametimeNissanhadexperienced27consecutiveyearsoflossesonthedomesticmarketdroppingfrom34%ofmarketsharein1996to19%in1999(seecharts).Ontopofthis,itappearedthatproductioncapacitywasrunningatameagre53%.InlightofthesealarmingcircumstancesacertainresignationhadsetinamongsttheNissanmanagementteam,whocouldonlywitnesstheutterfailureoftheirnumerousattemptstorestructurethecompany.Therealitywas22$billiondebtsandanurgentneedofcapitalinjectioninordertopreventinsolvency.Thisseemedanalmostimpossibletaskwithoutfindinganalliancepartnerquickly.
Japanesetraditions-anobstacletoreform?
Thelargeconglomerates(zaibatsus)weredismantledaftertheSecondWorldWarbytheAmericanoccupationauthorities.Subsequentlykeiretsuswerecreatedintheirplace.Thesenewentitiesincorporatedasetofveryclearvaluesi.e.
Employerresponsibilitytowardsemployees
Strongbusinessrelationsbetweenproducersandsupplierswhichinturnbroughtaboutgoodturnaroundabilityinproduction
Atightly-knitsocialnetworkwithinthekeiretsus
Crossshareholding(equity-interlockedsupplierandmanufacturercompanies)whichguaranteedprotectionagainstforeigntakeovers,theabilitytopursuealong-termstrategyandassistancetocompaniesindifficulty
In1999,Nissanhadstakesin1,394companies,manyofwhichhadnothingtodowiththeautomotivebusiness.Ontopofthis,mostofthesuppliersweremanagedbyex-Nissanexecutives.
Thesimplicityofthiscross-fertilisationandtheclosecontactswiththeMinistryofInternationalTradeandIndustry(MITI)meantthatitwasmucheasiertoobtainbankloansfordevelopmentprojects.
Renaultin1999beforethealliance
Atthispointintime,Renaulthadjustundergoneastringentrestructuringanddownsizingphase.VilvoordeinBelgiumhadjustbeenclosed(3500joblosses)andthecompanyhadgotbackintoprofitforthefirsttimesince1997andwasjustaboutreadytoinvestheavilyinitsownfuture.ThecompanywasnowinapositiontotakeasignificantstakeinaJapanesemanufacturer.Intermsoftheglobalmarket,Europerepresented85%ofRenault’stotalrevenue.InadditiontothisthemergerwithVolvohadturnedouttobeaflop.Thegeneralcontextintheindustrywascertainlymoreoptimisticanddynamic,especiallyinthewakeofChrysler’smergerwithDaimlerBenz.Havingsaidthis,Renault’sactivityabroadwaslimitedespeciallyinkeygeographicalareassuchasAsia,NorthAmericaandEasternEurope.ThecompanywaslightyearsawayintermsofculturalpracticeandmanagementstylefromwhattheymightexpectiftheyconcludedapartnershipwithNissan.
Questions:
Whatisyourassessmentoftheautomotiveindustryinthelate90s,whataretheopportunitiesandthreats?
DrawupaswotanalysisofRenaultandNissanbeforethealliance.Whatarethemajorchallengesfacingeachcompany?
FromwhatyouhavereadaboutCarlosGhosn,whatarethemainfactorsofpersonalityandleadershipstyleandtrackrecordthatmadehimanobviouschoiceforthisappointment?
Phase2
ThenegotiationsbetweenRenaultandNissan
(slides7through11)
Whenitcametosittingdownatthenegotiationtable,itwastobehopedthatRenaulthadatleastlearnedfromtheirabortivealliancewithVolvo.ThesomewhatlegalisticapproachfromtheFrenchdidn’tbodewellintheearlystageswiththeirJapanesecounterpartswhoweremoreintentoncreatingatrustworthyfoundationtoalongtermrelationship.Inordertoovercometheseculturaldifferencesandtomakeheadway,theconceptofCrossCompanyTeams(CCT)wasintroduced.Theaimoftheseteamswastoseekoutsynergiesbetweenthe2companies,toenvisageconcretemeasuresthatcouldbeappliedifthe2firmsweretomergerandtolookforsolutionsthatwouldbeadvantageoustobothpartners.TheCCTweretobethecornerstoneofanyfuturerestructuringofthetwocompanies.
TheRenaultNissanalliance
InMarch1999Nissan’ssituationwasbecomingratherdesperate.Inaddition,DaimlerChryslerhadabandonedanyhopeofconcludinganewdealwiththeJapanesemanufacturer.ThedoorwasthereforeopenforanewpartnerandRenaultdecidedtoadapttheirapproachbynotappearingtotakeadvantageofNissan’srelativelyweakposturetogainimportantconcessions.Itwasimportanttocontinuetheconfidence-buildingmeasuresbetweenthe2companies.
OnMarch27,theofficialallianceagreementwasannounced.Renaultinvestedroughly5€billion(33FFbillion)andgainedastakeof36,8%inNissanwithanoptiontoincreasethisstaketo44,4%atalaterstage.
Thenumber2fromRenault(C.Ghosn)wasinvitedtositontheNissanexecutivecommitteeandtheChairmanofNissan(Y.Hanawa)joinedtheRenaultboard.Renaultdelicatelyavoidedanytalkofanoutrighttakeover.Bothcompaniessharedasinglejointstrategyi.e.profitablegrowthandacommunityofinterests.Everyeffortwouldbemadetoavoidonepartnertakingadvantageoftheotherbymaintainingadistinctcorporatecultureandbrandidentity.
Nissan’sstrengths
Inspiteoftheirfinancialcrisisand20yearsofgradualdecline,NissandidpossessmanystrengthsasapotentialpartnerforRenault.Amongstothers,theyhadaninternationalpresence(subsidiaryintheUS),oneofthebestproductionsystemsintheworld,cutting-edgetechnologyinnumerousfields,acompetentandloyalworkforce.
TheirpresenceintheUSAwasofparticularimportance.ThecompanyhadintroducedandmarketedsomeattractivemodelsfortheAmericanmarket(Xterra,Pathfinder,Maxima)andhadsetupNissandesignAmericainSanDiego.Unfortunately,Nissanhadnotsucceededinspreadingthisknow-howtotheotherpartsoftheworldwheretheyhadoperations.
Nissan’sweaknesses
Nissan’sweaknessesbecameapparent.Theircorporateculturewasnotalignedtothenotionofprofit-makinginacompetitivemarketplace.Theywerenotcustomer-orientatedandthecommunicationflowbetweendifferentdivisions,businessunitsandforeignsubsidiarieswasdefinitelynotatitsbest.Littleattempthadbeenmadetoadapttheirmanagementstyletothedifferentlocalenvironments.Therewasnorealsenseofurgencyandmanagementwasineffectiveinbringingaboutanysignificantchangetothecompany;
therewasnocoherentvisionandnolong-termplan.AlthoughNissanhadpositioneditselfasaninternationalcorporation,thecompanydidn’tactinternationallyandthesubsidiarieswereautonomousanddetachedfromheadquartersinTokyo.Nissan’sdiresituationcouldbeputdownto5rootcauses;
Lackofclearprofitorientation
Lackoffocusoncustomersandtoomuchfocusoncompetitors
Lackofcrossfunctional/crossbordercollaboration
Nosenseofurgency
Nosharedvisionorlong-termplan
Therewerealsomanyobstacleshinderingnecessaryreform.TheweightofJapanesetraditionhadcreateda65-yearoldcompanythatwasbothconservativeinitspracticesandsuspicious
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