Carlos Ghosn - The Turnaround Specialist

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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.

Case Details:


Case Code : LDEN020 For delivery in electronic format: Rs. 300;
For delivery through courier (within India): Rs. 300 + Rs. 25 for Shipping & Handling Charges


Corporate Social Responsibility


Great Leaders + Change Management

Case Length : 09 Pages
Period : 1978-2002
Pub Date : 2003
Teaching Note : Available
Organization : Nissan
Industry : Automobiles
Countries : Japan


The case focuses on the managerial and leadership qualities of Carlos Ghosn, CEO of Nissan Motor Co. Ghosn who was appointed as COO of Nissan after Renault-Nissan alliance, won accolades from both industry insiders and analysts alike for the spectacular turnaround of the ailing Japanese auto major.

As Nissan COO, Ghosn initiated a revival plan, which included massive job cuts, closing down of factories and breaking the traditional Japanese business alliances. He dismantled keiretsu - traditional Japanese supplier network - and concentrated on changing the organizational culture at Nissan. The case also throws light on some of the other important aspects of Ghosn's managerial abilities.


  Gain an insight into the entrepreneurial and leadership qualities of Carlos Ghosn after a review of his career spanning two and half decades.


  Page No.
A Democratic Leader 1
The Odyssey 1
First Job 2
The Next Destination - Renault 3
Management and Leadership Style 4
Man of Action 5
Empowerment & Motivation 5
Communication & Transparency 5
Managing in a New Culture 6
What Next Mr. Ghosn? 7
Exhibits 9


Managerial, leadership, qualities, Carlos Ghosn, CEO, Nissan Motor Co, Ghosn, COO, Nissan, Renault-Nissan alliance, industry insiders, analysts, spectacular, Japanese, auto major, COO, revival plan, massive job cuts, closing down of factories, breaking, traditional Japanese business alliances, keiretsu, traditional Japanese supplier network, changing, organizational culture, Nissan, managerial abilities.

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