Carlos Ghosn gives management advice on LinkedIn for those who want to lose their jobs and be smuggled out of the country in a box – Jalopnik

Ghosn is now effectively exiled to Lebanon, thanks to an Interpol Red Notice calling for his arrest. Lebanon has shown no interest in arresting him or cooperating with his extradition to Japan, but other countries have if he tries to travel. However, thanks to the power of the Internet, Ghosn can still reach a global audience. He has posted extensively on X about the injustice he feels he is suffering at the hands of Japanese authorities, but apart from a post on the anniversary of his arrest, Ghosn has recently shared his thoughts and advice with the auto industry. Speaking of EVs:

After 40 years in #automotive, I have never seen disruption on this scale and speed. Traditional #manufacturers are playing catch-up as Chinese EV makers rewrite the rules. The companies that have dominated for a century risk becoming footnotes if they fail to move faster…

The original Nissan Leaf was released during Ghosn’s term in office. In terms of profitability, something he led Nissan back to:

Profitability without growth is just a controlled decline.
Too many leaders celebrate cost savings as victories. Cutting #cost to stimulate #margins can work for three years. Real #covers need a 10-year vision where every dollar saved funds future expansion.
At Nissan we have reallocated resources from waste to innovation, from redundancy to R&D. This is how you build sustainable success.

On mergers, however, Ghosn seems to say one thing while trying to do another:

I don’t believe in mergers. The reason is simple.
Each #merger creates winners and losers, first and second class citizens. One brand dominates, one culture reigns, one workforce feels defeated. You are destroying the very pride that drives achievement.

This certainly seemed to be the case with DaimlerChrysler, which was supposed to be a “merger of equals” but turned out to be anything but. For years, Ghosn treated Nissan and Renault as an “alliance” rather than a merger Financial timeswas behind the proposed merger of the two companies that put the larger Nissan at a significant disadvantage:

Mr. Ghosn was the driving force behind the merger plans, which were met with fierce resistance from Nissan executives, according to people familiar with the deliberations. Renault’s 43 percent stake in Nissan gives the company an unusual level of control, with the ability to appoint senior managers. Nissan’s 15 percent stake in Renault has no voting rights and gives the company no control over its French counterpart.
“The board [of Nissan] have always said they would fight very hard against any reorganization that would entrench this second-class status,” said a person close to the board.

This is why some, especially Ghosn himself, believe that the charges against him were a way to get rid of him and prevent the planned merger. However, despite his strong feelings about what happened and his exile in Lebanon, he seems to be trying to maintain a positive outlook on the future:

This week, remember that regret is meaningless.
I learned that life is about calculated decisions and risks. If you look back, you will miss future opportunities.
Mine #ethos is to focus on what COULD have been, not on what could have been.