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Carlos Ghosn, CEO of Nissan and Renault, is not standing still.He talks fast. He may be thinking even faster. On his appearance atthe student-run "View From The Top" leadership speakers seriesNovember 16, his rapid-fire thoughts on cars, global alliances, andlooking for mistakes upheld his style as a man who is looking aheadand not wasting tim Ghosn's intensity and his track record —pulling Nissan back from the edge of bankruptcy — certainly put himin the running for the business salvation stratosphere alreadyoccupied by Lee Iacocca. A longer view of automotive history willmake that call. For now, even with Nissan-Renault's recent somewhatoff the mark sales performance making analysts raise theireyebrows, Ghosn is confident, pressing ahead, and thinking big. Andnot necessarily about selling cars in the United States. Vehiclesales in the United States, Europe, and Japan are either stable ordeclining, said Ghosn, who is looking to new markets such as India,Russia, China, Brazil, and Africa — where sales are expanding anaverage 20 percent annually. For perspective, Nissan's U.S. salesso far in 2007 have risen just 5.5 percent. People in these rapidlydeveloping markets want all kinds of cars, he said, but the biggestdemand is for the most economically accessible model — a $3,000car. Nissan-Renault is partnering with two major automotivemanufacturers (Ashok Leyland and Bajaj Auto Ltd.) to make lighttrucks and an affordable entry-level car. Ashok Leyland will buildlight trucks, and Bajaj Auto will focus on that $3,000 car, plannedfor a late 2011 rollout. It's another cross-cultural, globalalliance that Ghosn thinks is absolutely necessary now for anycompany. He's a perfect example of how it can work. He's a polyglotborn in Brazil to Lebanese parents, educated in Beirut and Paris,and the first non Japanese to head a major Japanese corporation.And recently it looked as though he might add an American companyto his jobs, although talks ultimately failed for a possible topmanagement position at General Motors. Ghosn was asked about thatand answered with an analogy that would have done him well in astand-up comedy competition. "Suppose you want to marry somebodyand the father is very favorable, but not the bride." Relationshipsbased on that set of circumstances, he said, "you'd better notpursue because that relationship will never be happy if there is nomutual appetite." When Ghosn arrived at Nissan in 1999, a mostlywelcomed chief, he began to look at relationships and culturewithin the company and made changes — not all of them to be foundin a typical management handbook. The thing to do, he said, is tofind mistakes when they're small. "Small is solvable." The worstthing a manager can do is to hide a problem and let an organization"deviate from the course too much before you make the correction."Failure is important to good management, he said. If you create anenvironment where people are looking for mistakes, looking fordysfunction, that's very powerful." The best management lessons, hesaid, "are coming from real life. If you don't know what to do,look around you." Ghosn's path continues hurtling toward the futureof cars. Renault announced this week that it's talking to ShaiAgassi, whose bold promise to put an electric car in every drivewayhas already produced big investors. At Stanford, Ghosn talked aboutwhat's on the road now — vehicles that consume too much energy andtoo much fuel and soon will be obsolete. In his vision, the barrieris cost. He estimated that less than one vehicle out of a thousandtoday is a hybrid or an electric. And while buyers want their"green" vehicles affordable, he said, economies of technologyinvestment must be achieved. "The more car manufacturers joinforces, the more you can afford the expense required," he noted.He's listening more and more to consumers, no matter what. "We usedto do cars we liked. It's good that you love the car, but anengineer in the United States will imagine a very different carthan the one that will be driven in Mumbai." Ask who is the targetcustomer and design a car for that person, he said. Example: InMexico, Nissan will continue to manufacture a particular model ofcar that's ancient by current standards but has become a cherishedicon in the Mexican taxi trade. And he talked about working withcompanies such as Google, Apple, and Microsoft to add somethingelse to the technology packages available to drivers. He figuredmany spend at least two hours a day commuting "where there'snothing you can do but listen to music or talk on the phone." Ifcarmakers try to create those new products on their own, "we're notgoing to get very far on our own." For all consumers' talk aboutfuel efficiency, however, he made sure he told this story of whathappened recently at a Tokyo auto industry show. On display were atiny, low-carbon footprint concept car and the 480 horsepower —non-energy-saving — Nissan GTR. Which one drew the biggest crowds?With perfect timing, he paused, then said: "The GTR."
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