Carlos Ghosn Quotes

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

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

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

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

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.

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

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

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

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.

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

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

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 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.

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

If you find things complicated, it means you haven't understood them. Simplicity is the basis of everything.

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 love not to be busy in a certain way.

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.

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

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

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

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.

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

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.

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.

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

People will always challenge you on an idea as long as it has not been concretized by somebody else.

When you start thinking about leaving, choose your moment carefully. Go out while you're still on top, not when you're no longer in control of events.

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

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.

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

What I worry about is not just Nissan, but Japanese manufacturers losing motivation to maintain production in Japan. The high yen is definitely a headwind.

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

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

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.

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

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

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

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

China will be the answer to Japan's problems.

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

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

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.

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

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

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.

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.

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

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

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.

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

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.

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