Professional Documents
Culture Documents
Cross-Cultural Management and Leadership in M&A: Presented By: Adil Zhantilessov Evonne Dai Irene Chan Yousra Emara
Cross-Cultural Management and Leadership in M&A: Presented By: Adil Zhantilessov Evonne Dai Irene Chan Yousra Emara
Leadership in M&A
Presented By:
Adil Zhantilessov
Evonne Dai
Irene Chan
Yousra Emara 1
Contents
1. Introduction of Nissan Renault
2. Japanese Culture
6. Conclusion
s
3
Introduction to Renault Nissan
Nissan Timeline
Carlos Ghosn
Renault Timeline
Nissan’s Strengths & Problems before the
Alliance
Strengths
Problems
- Talented and loyal employees - No shared vision
- No sense of urgency
Objectives of the Alliance
Renault Nissan
Respective objectives
Improving quality Reduce cost
Internationalize its business (Asian & Reduce debt
North-American) Expand market in Europe & Latin
Technological know-how America
Design & Marketing
Common objectives
Main Beliefs
Shinto belief is “fulfillment of duty”
Follow the code of Confucianism
Harmony within social groupings, between humans and nature
Japanese Culture
• Born in Brazil
• Lebanese parents
• Studied in Engineering in France
• Spent 18 years in Michelin in Brazil
and North America
• Joined Renault in 1996 as EVP of
Advanced R&D, Manufacturing and
Purchasing
• Appointed as COO of Renault in
1998
• Appointed as COO of Nissan in June
1999 and as CEO in June 2001
Carlos Ghosn
Business Technical
Process Process
Corporate
Culture
Other Measures
Transactional Transformational
Leadership Leadership
Transactional Leadership
1.Due 3. Talent
Diligence Management
5. Evaluation
Process
2. Strategic
4. Aligning
drivers & Culture
planning
Due Diligence
• Culture is an Iceberg, the visible part, such as how the office is structured,
formal or informal, what lies beneath the surface such as the nature of
people, time, economics, business success.
• The real task for leaders to align culture of two companies is based on a
thoughtful and thorough analysis of the people If leaders want them to
change the people, they should make sure they are malleable.
• Leaders also should make the people part of their vision based on the
people's culture
Talent Management
• If so, they have to decide who should participate, how people will awarded, the
timing and structure of the plan and finally how much the overall plan cost
Examples of Global Cases of M&A
Cases of
Cases of Failure
Success
•Daimler
•Disney – Pixar Benz/Chrysler
Transformational leadership:
identified the change, created a
vision to guide the change
through inspiration, executed the
change in tandem with
committed followers.
Team Building
Idealized Influence
Individualized Consideration
Intellectual Stimulation
Different Leadership Approaches
Team Building
Ghosn Eckrodt
Ghosn Eckrodt
Ghosn Eckrodt
Ghosn Eckrodt
Renault DaimlerCrysler