Carlos Ghosn Quotes

The role of leadership is to transform the complex situation into small pieces and prioritize them.

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.

Leadership is demonstrated at the moment of need. You learn to be a leader by acting, by doing

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.

When you want to turn around a company, you want to make sure that the solution is coming from inside.

You don't build your character by doing what everybody else is doing.

Employees are your most valuable assets. They are the heart and guts of a company. This doesn't mean that from time to time, you aren't going to do what is good for the company.

I think that the best training a top manager can be engaged in is management by example.

Being a good leader today doesn't mean you'll be a good leader 10 years from now. You have to adapt to the times

I would say a good leader brings results. A great leader writes a new story, it's different. Obviously a new story has to incorporate a lot of results. But a story is a chapter in the life of a company that people want to write and want to remember.

Any job very well done that has been carried out by a person who is fully dedicated is always a source of inspiration.

Don't believe what I say. Believe what I do.

Every single time you make a merger, somebody is losing his identity. And saying something different is just rubbish.

The biggest enemy of management is indifference. It's when people don't give a damn

The Japanese people are usually very prudent, even when they are convinced change is necessary.

More and more, in any company, managers are dealing with different cultures. Companies are going global, but the teams are being divided and scattered all over the planet.

I always loved cars. I don't know why, I can't explain it to you. It has always been with me.

Our objective is to position Nissan in the top rank of the car industry. Until we get there, there will be no rest.

If you have not been a villain at a certain point in time, you will never be a hero. And the day you are a hero, you may become a villain the next day.

We don't want to be something for everybody, we want to be everything for some people.

To face deflation, you have to have people accepting it and not reacting to it.

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.

You'll never convince me there is a hopeless situation or there is any finality in any success or any failure.

Incentives are not strategy, they are tactics. Defensive measures.

Synergies are not only about cost reduction. Synergies can be access to markets, exchange of products, avoiding overlaps, exchange of best practices.

You need to make sure that you are where you think you are indispensable. And dedicate your task to that.

We don't know where the markets are going....we have to observe what's going down, see the trends, look at every vibration on the market, prepare the technology and jump when consumers start to think one way or the other

Business is tough; you need tough guys.

Electric cars are not going to take the market by storm, but it's going to be a gradual improvement.

It would be easier to make money in other sectors, but since I was a kid, I liked cars.

As the CEO, I have to take care of the short term, mid term and the long term.

Talking about stepping down in five years is frankly not a topic of particular actuality now.

When your results are good, you are obviously going to have a lot of press. And when you start to falter a little bit, you are going to have some criticism, and there is nothing abnormal in that.

As an individual, not as the boss of a company, I am very interested in motor racing.

When the CEO makes a decision, people don't come back on it.

The time is right for electric cars - in fact the time is critical.

I think we're going to have some difficulty in front of us. I have absolutely no doubt the next three, four years Europe are going to be at best stagnation. We are preparing for tough times.

Profit is the most global aspect of a business, and it is cross-functional.

Design is important, it's an important dimension in the car. It's not the only one.

If guys try to make a bigger company for the sake of size, they don't create value in most cases.

I don't believe in hostile moves. I don't believe they carry any value.

Being in a multicultural environment in childhood is going to give you intuition, reflexes and instincts. You may acquire basic responsiveness later on, but it's never going to be as spontaneous as when you have been bathing in this environment during childhood.

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.

The most interesting information I can have about a competitor is the cost.

China will be the answer to Japan's problems.

Electric cars are going to be very important for urban transportation.

We are facing extreme volatility.

India is definitely one of the markets where we can expect growth and a potential to do well.

The low price of oil is a headwind to investments in alternative energy technologies, but it will not stop them.

We are not making a capital investment into GM as the first element or condition.