Carlos Ghosn's people and quality management strategy at nissan: rise and fall

Abstract

“I don't teach; I prefer to count”. We evoke Montaigne as a master/teacher who has enlightened Europe since the XVI century, he also a "son" of the dialogue between two cultures – the Portuguese, by the mother and the French by his father. Ghosn a "powerful" leader, by effort, but also a "son" of the difficulties that lead humans to emigrate. It was up to him to bring the Nissan back from the ashes. He knew success, by merit, but he also took all the blame for a globalization that he fought in a particular and innovative way, in our view. So even if the French unions, which fought him and the Japanese prosecutors who shot him down, have dubbed him the unscrupulous globalist, we will try to defend the reverse. We classify its management proposal by internal resources, as "interactionist and constructivist", translated into a project with a cross-cultural matrix, mobilizer of available forces (on the basis and in the technical structure or hierarchy) for business success, if a transformational leadership knows how to guide them from an autonomic and collaborative management. Against a certain return of soberanismo allegedly anti-globalist particularistic, Ghosn fought for a "glocation" powered by a networked organization, having applied this model to the "Alliance" between Renault and Nissan (a strategic partnership of federating matrix, designed by itself, to take advantage of synergies and preserve the identity of each). Those who shot him down, and those who supported such an action, may not have thought that turning him into a "scapegoat" withdraw the merit from Goshn, but his greatest victory would have been to prove the potential and effective way to structure the "networked organization".