Nissan's U-Turn: 1999-2001 - Condensed Version of Redesigning Nissan (A&B) (French)

Published 08 Jan 2004
Reference 5095
Topic Strategy
Region Global

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.

Teaching objectives

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.

  • Automobile
  • Cars
  • Alliance
  • Transformation
  • Turnaround
  • Restructuring
  • Change
  • Revival
  • Strategy
  • Vision
  • Leadership
  • Cost cutting
  • Plant closures
  • Empowerment
  • Trust
  • Growth
  • Fair process
  • Credibility
  • Cultural differences
  • Cross-functional teams
  • Product development
  • Productivity
  • Design
  • Purchasing.