Carlos Ghosn
Carlos Ghosn
Carlos Ghosn, KBEis a French-Lebanese-Brazilian businessman born in Porto Velho, Brazil, who is currently the Chairman and CEO of France-based Renault, and Chairman and CEO of Japan-based Nissan. From June 2013 to June 2016, Ghosn was Chairman of Russia-based automobile manufacturer AvtoVAZ. Ghosn is also Chairman and CEO of the Renault-Nissan Alliance, the strategic partnership overseeing Nissan and Renault through a unique cross-shareholding agreement. The Alliance, which includes AvtoVAZ, has held approximately 10% of the global market share from 2010...
NationalityBrazilian
ProfessionEntrepreneur
Date of Birth9 March 1954
CityPorto Velho, Brazil
CountryBrazil
We want to offer all kinds of technology. I'm trying to tell the team, the Nissan team, don't make the choice for the consumer. Let them choose between the palette of technologies we can offer.
What we are foreseeing is the situation of the market is not going to be fundamentally different than in 2004,
We think there is a real threat that logically we could be brought to the conclusion that the best investment is not in Sunderland, but maybe somewhere on the (European) continent,
Commitment. This is my favorite word because in some way, people who are committed are always much more interesting and much more reliable, and much more, I would say, deep than people who are not.
The role of leadership is to transform the complex situation into small pieces and prioritize them.
I would say a good leader brings results. A great leader writes a new story, it's different. Obviously a new story has to incorporate a lot of results. But a story is a chapter in the life of a company that people want to write and want to remember.
Employees are your most valuable assets. They are the heart and guts of a company. This doesn't mean that from time to time, you aren't going to do what is good for the company.
Leadership is demonstrated at the moment of need. You learn to be a leader by acting, by doing
You don't implement change easily in Japan unless you explain very clearly why you need to do this change, how you're going to do this change and what's going to be the outcome of this change. If you offset or you forget to explain one of these three steps you're not going to do it.
The Japanese people are usually very prudent, even when they are convinced change is necessary.
I think that the best training a top manager can be engaged in is management by example.
You need to make sure that you are where you think you are indispensable. And dedicate your task to that,
If you have not been a villain at a certain point in time, you will never be a hero. And the day you are a hero, you may become a villain the next day.
If guys try to make a bigger company for the sake of size, they don't create value in most cases.