Ceo of Nissan

The roles of CEO in Renault-Nissan

It seems that leadership is a significant element and has great influences on the turnaround and success of joint ventures from two different organizations.

The roles of the alliance CEO seem to be one of the most important factors in Renault-Nissan’s success. At the beginning, it seemed that the big problem of Nissan was financial issue. However, Carlos Ghosn regarded the company’s ‘common glue’ as the most important issue and introduced the Nissan’s Revival Plan (NRP) in 1999, which played a key role in making the company successful. It is Carlos Ghosn that is the CEO in Renault-Nissan and a very important leader in managing the new organization and making it to be success. He played two important roles in this case study, including an internal integrator and an information manager (Beamish, 1988).

First, the role of MR. Ghosn is an internal integrator. In this role, it is a fact that the general manager is not easy to motivate and supervise his subordinates from different nations and different partner’s company and others because there are many differences in personal values, cultures, ethics and others. In addition, it is difficult that the general manager need to deal with some barriers in staff’s teamwork. In this case, Carlos Ghosn managed relationships of staff from different organization, functions and nations. He focused on the implementation of cross-company teams (CCTs) and cross-functional teams (CFTs) in order to change the previous poor performance and form glue between two organizations. In this way, Carlos Ghosn helped to improve the management, especially in modeling teamwork and enhancing the performance. For the cross-company teams, Carlos Ghosn tended to reduce the conflicts from different parent companies and form glue in these two organizations so he used CCTs to provide a way of teamwork and knowledge exchanges between Renault and Nissan on the basis of cases. Under his approach, some teams could...