The Renault-Nissan Alliance in 2008, Exploiting the Potential of a Novel Organizational Form

The Renault-Nissan Alliance in 2008, Exploiting the Potential of a Novel Organizational Form

By
Robert Burgelman, Sara Leslie
2008|Case No.SM166

The case describes the strategic situation facing Carlos Ghosn and the Renault-Nissan Alliance in 2008 and beyond. One set of strategic issues concerns how to exploit to a greater extent the potential of the novel organization form – a sort of supra-corporate ecological system – that the Alliance represents. A second set of strategic issues concerns the further evolution of the Alliance – what Ghosn calls the “fourth stage” – in light of the dynamic forces that are reshaping the global automotive industry, and especially the issue of how to further scale-up the Alliance. A third set of strategic issues concerns developing further the strategic leadership capability of the Alliance and the evolving role of Carlos Ghosn as CEO of both Renault and Nissan.

Learning Objective
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