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Nissan's U-Turn: 1999-2001: Condensed Version of Redesigning Nissan (A & B)
內容大綱
This is the first of a two-case series. When Renault sent Carlos Ghosn to turnaround its alliance partner Nissan, observers were skeptical 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.
涵蓋主題
- Manufacturing processes
- Business growth
- Purchasing
- Change management
- Power and influence
- Personal growth and transformation
- Management styles
- Turnarounds
- Organizational restructuring
- Personal productivity
- Product development
- Strategic alliances
- Leadership qualities
- Trustworthiness
- Cross-cultural business relations