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Talking about stepping down in five years is frankly not a topic of particular actuality now.
Carlos Ghosn
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Carlos Ghosn
Age: 70
Born: 1954
Born: March 9
Business Executive
Businessman
Engineer
Management
Writer
Carlos Ghosn dit Bichara
Topics
Frankly
Particular
Five
Talking
Years
Actuality
Topic
Stepping
More quotes by Carlos Ghosn
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.
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At the age of 20 I bought a used Fiat 127. This was the only one I could afford!
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Our objective is to position Nissan in the top rank of the car industry. Until we get there, there will be no rest.
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I don't believe in hostile moves. I don't believe they carry any value.
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Profit is the most global aspect of a business, and it is cross-functional.
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Don't believe what I say. Believe what I do.
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I think that the best training a top manager can be engaged in is management by example.
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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.
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The most interesting information I can have about a competitor is the cost.
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Electric cars are not going to take the market by storm, but it's going to be a gradual improvement.
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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.
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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.
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I'm the C.E.O., nominated by the shareholders. If they're not happy, I have to take the consequences.
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You don't build your character by doing what everybody else is doing.
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We are not making a capital investment into GM as the first element or condition.
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We are facing extreme volatility.
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Regulations about environments are going to get tougher and tougher.
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If guys try to make a bigger company for the sake of size, they don't create value in most cases.
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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.
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You have to listen to the people who have a negative opinion as well as those who have positive opinion. Just to make sure that you are blending all these opinions in your mind before a decision is made.
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