Explore Quotes by Carlos Ghosn

We have some worse scenarios for which we need to prepare as companies. For the moment, we're planning for the worst, and the worst is now, and the car market is down more than 15 percent in France. There is so much uncertainty.

If we come to the conclusion after 90 days that the synergies are big enough to justify the efforts, then we can go to the second step, which consists of saying: what would be the best organization and conditions - including shareholdings - in order to make sure the synergies happen.

In a difficult and uncertain environment, Renault remains on track to meet its 2012 objective.

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.

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.

I have my family, my children - I have a lot of outside activities.

Profit is the most global aspect of a business, and it is cross-functional.

We continue to be bullish on China.

When a company is facing a problem, it always takes a stance and takes a decision, but at the same time it wants to make sure of what it can learn from it, what enhancements it can make.

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.

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.

I don't believe in hostile moves. I don't believe they carry any value.

When I come to a design decision, people know that is that.

I always loved cars. I don't know why, I can't explain it to you. It has always been with me.

In most companies people make a specific contribution to the company in their function. But it is not expressed in terms of profit, only in terms of performing their function better.

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.

I love not to be busy in a certain way.

If guys try to make a bigger company for the sake of size, they don't create value in most cases.

You have to be careful to react when you start to deviate from your course.

People will always challenge you on an idea as long as it has not been concretized by somebody else.

The low price of oil is a headwind to investments in alternative energy technologies, but it will not stop them.