Strategies Alignment Used by Carlos to Bring Nissan Corporation to Profitability

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Abstract This paper discusses the strategies alignment which was used by Carlos to bring Nissan Corporation to profitability after suffering a big loss for a number of years. It also analyses the 7s models (Structure, System, Style, Staff, Skills, Strategy, Shared Values) which Carlos implemented to achieve its objectives and action plan which was used by Carlos Ghosn to successful turn around the management of Nissan Company to a profitability. It also analyzes the challenges which he underwent during the execution of his strategies such as cultural gap, resources, multi task management, change in spontaneous and operation concern. Introduction Carlos Ghosn was credited for successful management of Japanese firm Nissan to a profitability which earned him a well known name called "TurnaroundArtist." Even though he was an outsider and lack a clear understanding of the traditional working methods of the Japanese firms, Carlos did a recommendable work which brought the company into sense of urgency in management. According to IBSCDC (2005) when Carlos was the CEO for the Nissan Company, he managed to reduce the firm's debts of about $19 billion to almost zero. However, in 2002 the announcement was made by Louis Schweitzer by then the CEO of Renault that Carlos would take the responsibility as the CEO for both Nissan and Renault. In spite of the critics which arose due the cultural differences which were seen as the biggest obstacle for him in managing both French

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