Quotes By Carlos Ghosn

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.

We have some worse scenarios for which we need to prepare as companies. For the moment, we're planning for the worst, and the worst is now, and the car market is down more than 15 percent in France. There is so much uncertainty.

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.

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.

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.

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

China will be the answer to Japan's problems.

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

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.

I approve designs not because I think I am more gifted or somebody who can see ahead three or four years from now, but just to make sure that the design is a logical, rational decision, taken after analyzing pros and cons.

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

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.

At the age of 20 I bought a used Fiat 127. This was the only one I could afford!

You have to be careful to react when you start to deviate from your course.

I think the new generation is much more demanding about respect for the environment than we have ever imagined.

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.

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

In a difficult and uncertain environment, Renault remains on track to meet its 2012 objective.

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

You go to a plant not only to pat the people on the back, but to tell them about the opportunities they have to do a better job. Quality is one of the opportunities they have to do a better job.

You want to make sure this particular car is going to please the customer and then you're going to be rewarded with something that is going to please the shareholder.

I love not to be busy in a certain way.

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.

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

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

We're not leaving; we are just making sure we're not hurt too much by the level of the yen. We are stunned by the yen at 78 or 79 to the dollar, which is a historical high. The country's suffering. My duty is first to make sure Nissan gets unscathed through the turbulence to protect the company, without forgetting the fact we're a Japanese company.

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

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

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.

When I come to a design decision, people know that is that.