Read and understand the struggle of Nissan.

Background:

A change management plan that will help Carlos unfreeze and mobilize local managers

Carlos also created nine cross-functional teams to drive change in areas such as purchasing and manufacturing, and in relation to Nissan's rebranding, Carlos chose to recruit 17 Renault managers, including a chief financial officer and a head of product development, to work with him at Nissan. A workshop in La Jolla, California, was chosen to resurrect the z-series sports car, which perfectly embodies the Nissan brand of affordability, power and value for money.

Setting goals - Under Ghosn's leadership, Nissan has pushed hard for consolidation and restructuring in almost every part of the value chain, and Ghosn's reforms have saved Nissan from bankruptcy by paying off $22.2 billion in debt. carlos needs to set further goals such as going beyond profitability to redevelop the company's innovation and focus on Nissan technology development restoring the company's reputation as an engineering and design giant.

Develop a plan - Once the team has been assembled and goals set, carlos can develop a change management plan. A list of actionable tasks will keep the local team on track and will be easy to reference when determining next steps. Include every item that the team brainstorms and provide opportunities for staff to provide feedback on the change management plan. Set performance reviews for completion of goals, as well as a timeline for each task.

Determine how things will be decided going forward. Changes to the change management plan are inevitable. Figure out how to address these surprises early on so they don't hinder Nissan's transition at the start of the job. Communicate clearly, positively and insightfully before, during and after the transition to get the whole organisation enthusiastic about the change. For example, share exciting wins with leadership, encourage employees to try new software and contribute their own tips and tricks. Consider offering incentives to the first departments to embrace the change

Support the change - maintain clear communication while things are still being worked out during the implementation of the change. Reiterate the positive impact the organisation has seen so far and be willing to talk to anyone who has questions or concerns, and give Nissan's middle and senior management under the previous model a year to get used to the new pay system, where more performance is no longer a seniority. The parts of the change plan that need refinement should also be open to input from those around them.

In the face of anticipated resistance - there will be transitional reactions such as resistance to change management in any organisation, and organisational change is often difficult.

Question :

With your plan in mind, propose to possible measurements to Carlos so that he can measure the effectiveness of the change programme.