Prizes & Awards
2012 ecch Best Selling Case in Strategy and General Management
2008 ecch Best-selling Case in Strategy and General Management
2007 ecch Best-selling Case in Strategy and General Management
Winner of 2007 European Case Awards, Strategy and General Management Category
2006 ecch Best-selling Case in Strategy and General Management
2005 ecch Best-selling Case in Strategy and General Management
2004 ecch Best-selling Case in Strategy and General Management
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. Within two years, the company had achieved a dramatic recovery, posting record profits and proposing a dazzling array of new models. Note that there are two versions of the case: 'Redesigning Nissan (A) & (B)' covers the dynamics of taking charge (case A) and the process of leading change (case B). There is also a combined and condensed version of the cases: 'Nissan's U-Turn: 1999-2001', for instructors wishing to cover the material in a single session.
The cases raise a number of themes to do with how an incoming leader establishes credibility, builds a case for painful change, gathers support, provides constant and consistent communication, sells growth as well as cuts, enforces accountability, measures progress, and sustains momentum for change.
- Cost cutting
- Plant closures
- Fair process
- Cultural differences
- Cross-functional teams
- Product development