Carlos Ghosn’s legacy of dubious deals and unbridled power
Details about how the former Nissan-Renault chair ran the business show an Emperor-like approach to management, with few questions raised
Yokohama — In September 2007, despite weighty responsibilities at the helm of Nissan and alliance partner Renault, Carlos Ghosn found time to get involved in a seemingly straightforward business decision. Two days before Nissan’s executive committee was due to formalise the choice of a company called TVS as a partner for sales and marketing in India, Ghosn threw his weight behind a different firm: Hover Automotive India, four company sources with knowledge of the matter said. Hover had been a candidate but was knocked out of the running because it had been deemed insufficiently experienced in automotive distribution and marketing, they said. However, its founder and chair, Moez Mangalji, was a close family friend of Ghosn, the sources added. A Nissan executive wrote to the team preparing for the committee meeting saying it was Ghosn’s wish that Hover be recommended over TVS, two of the sources said, adding that this was enough to ensure Hover got the job. The incident is part of Nis...
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