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.
In a difficult and uncertain environment, Renault remains on track to meet its 2012 objective.
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.
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.
At the age of 20 I bought a used Fiat 127. This was the only one I could afford!
Don't believe what I say. Believe what I do.
I have my family, my children - I have a lot of outside activities.
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.
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.
People will always challenge you on an idea as long as it has not been concretized by somebody else.
I think the new generation is much more demanding about respect for the environment than we have ever imagined.
China will be the answer to Japan's problems.
Design is important, it's an important dimension in the car. It's not the only one.
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.
The Japanese people are usually very prudent, even when they are convinced change is necessary.
To face deflation, you have to have people accepting it and not reacting to it.
I think that the best training a top manager can be engaged in is management by example.
Every single time you make a merger, somebody is losing his identity. And saying something different is just rubbish.
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.
