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.
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