- Solutions were buried inside the company.
- Everybody knew that Nissan had the problem. But nobody recognized that problems were in their own areas.
- If I was in sales, I was blaming the product planner that they were not able to come with a car competitive with Toyota. If I was a product planner, I said I have a great product, but the design is not good. The designer said the engineers are meshing up with me. So, everybody in a certain way felt good about what they were doing, but the company had the problem. So, you need to change by saying that, OK, we understand that other guys are not doing a good job, but what we want from you is what you can do in your own area in order to solve the problem.
- Management is asking people to do things that they want to do. People do not want to cut head counts. They do not want to restructure. They do not want to close down plants. They do not want to retreat from markets where they have been for many years. They do not stop some activities. They do not want to sell assets. They do not want to do that. How do you bring them to do this, keep their motivations and being convinced of doing the right thing.
- Do not work for recognition. Work for yourself. Do not put too much emphasis on outside. When we announced the Nissan revival plan in 1999, the share collapsed. 50%. Nissan share went down. You are doing right, but the public opinion was upset. Financial market are letting you down. When we made a profit in 2000, the press said that maybe cooks the book. In 2001, you repeat it, yeah it is easy to cut costs. It is different to grow the company. Now you start to grow the company, but where are the hits, you did not do any cars that now become very famous. Now you become very famous, where is your technology, you are late in technology. You are going to always have something wrong no matter what. So, stay tuned to your own beliefs.
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