I love not to be busy in a certain way.
It would be easier to make money in other sectors, but since I was a kid, I liked cars.
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.
I always loved cars. I don't know why, I can't explain it to you. It has always been with me.
When I come to a design decision, people know that is that.
I'm the C.E.O., nominated by the shareholders. If they're not happy, I have to take the consequences.
Synergies are not only about cost reduction. Synergies can be access to markets, exchange of products, avoiding overlaps, exchange of best practices.
I don't believe in hostile moves. I don't believe they carry any value.
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.
Regulations about environments are going to get tougher and tougher.
When you're CEO, 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.
The most interesting information I can have about a competitor is the cost.
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.
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.
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.
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 have to be careful to react when you start to deviate from your course.
Talking about stepping down in five years is frankly not a topic of particular actuality now.
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.
We are still keeping, as much as we can to the one million commitment that we made, hoping that at a certain point in time, the headwinds represented by the strength of the yen will be a little bit less strong.
