Kathryn Hughes

When Renault sent Carlos Ghosn to turnaround its alliance partner Nissan, observers were sceptical of his chances. After soliciting recommendations from the employees, he unveiled a three-year plan involving plant closures, job cuts, and a refocus on design. Within two years, the company had achieved a dramatic recovery, posting record profits and proposing a dazzling array of new models.

Published 01 Aug 2004

Reference 5095

Topic Strategy

Industry Automotive

Region Global

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For a century, Tata Steel has provided a level of “compassion” that is unmatched in its sector or its country. But the onslaught of global competition and, crucially, global capital markets have sparked serious debate on the role, level and the sustainability of social spending at Tata Steel. In particular, a new emphasis on EVA risks upsetting the century-old commitment to CSR.

Published 12 Jan 2004

Reference 5229

Topic Responsibility

Region Other Regions

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This is the first of a two-case series. When Renault sent Carlos Ghosn to turnaround its alliance partner Nissan, observers were sceptical of his chances. After soliciting recommendations from the employees, he unveiled a three-year plan involving plant closures, job cuts, and a refocus on design.

Published 01 Mar 2003

Reference 5095

Topic Strategy

Industry Automotive

Region Global

View case