Carlos Ghosn Quotes
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You have to be careful to react when you start to deviate from your course.
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Commitment. This is my favorite word because in some way, people who are committed are always much more interesting and much more reliable, and much more, I would say, deep than people who are not.
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When I come to a design decision, people know that is that.
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The Japanese people are usually very prudent, even when they are convinced change is necessary.
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I'm the C.E.O., nominated by the shareholders. If they're not happy, I have to take the consequences.
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In most companies people make a specific contribution to the company in their function. But it is not expressed in terms of profit, only in terms of performing their function better.
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I mean, when you're a pioneer and you are at the forefront of an offensive, you're going to be the most optimistic person.
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As the CEO, I have to take care of the short term, mid term and the long term.
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To face deflation, you have to have people accepting it and not reacting to it.
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Regulations about environments are going to get tougher and tougher.
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If we come to the conclusion after 90 days that the synergies are big enough to justify the efforts, then we can go to the second step, which consists of saying: what would be the best organization and conditions - including shareholdings - in order to make sure the synergies happen.
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Is Europe going to be breaking? I don't think so. I think the euro will stay. I think at the end of the day Europeans will find the solutions in order to hold Europe together.
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You don't implement change easily in Japan unless you explain very clearly why you need to do this change, how you're going to do this change and what's going to be the outcome of this change. If you offset or you forget to explain one of these three steps you're not going to do it.
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When you're C.E.O., you have to have two conditions: first, shareholders need to trust you and want you to head your company. The second is that you need to feel the motivation to do the job. So, as long as both are reunited, you continue to do the job. And today, they are reunited.
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Good is somebody who delivered and allowed the company to overcome obstacles, without leaving a profound impact on its culture. Great is somebody who leads his company to achievements and performance and value that nobody was expecting it had.
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When you're CEO, you have to have two conditions: first, shareholders need to trust you and want you to head your company. The second is that you need to feel the motivation to do the job. So, as long as both are reunited, you continue to do the job.
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Business is tough; you need tough guys.
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When a company is facing a problem, it always takes a stance and takes a decision, but at the same time it wants to make sure of what it can learn from it, what enhancements it can make.
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There are always lessons that can be learned from another manufacturer. You can learn from their successes and from their mistakes also. But you cannot replicate; you can only learn.
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If guys try to make a bigger company for the sake of size, they don't create value in most cases.
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We are facing extreme volatility.
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The most interesting information I can have about a competitor is the cost.
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Cars have a large engine in the front and you have a gearbox, which is cumbersome. Electric cars don't have this problem. The motor is much smaller, the battery is below you. This will allow you to play with different shapes.
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In a difficult and uncertain environment, Renault remains on track to meet its 2012 objective.