Carlos Ghosn a.k.a. Le Cost Killer which literally means ‘The Cost Killer’ is a prominent businessman who had steered Renault and Nissan from their darkest days to the state of where they are today. Unfortunately, he has become a sacrificial lamb as the Japanese government retaliated against the hostile takeover of Nissan contrived by the French government.
Ghosn was ‘airdropped’ to both companies when they were in a dire state. He turned the situation around, paying off massive debts and the companies soon became profitable within a few years time. On the Chinese news platform Jinri Toutiao and the Chinese equivalent of Quora – Zhihu, some people regarded his work as downright effortless and attributed his success to his boldness when it comes to cost-cutting. Since he was airdropped into the companies, he was not afraid to lay off employees and conduct the sell-off of unprofitable businesses. He had also achieved cost reduction through process optimization.
I personally admire his courage in revitalising the companies, bringing them back to recapture the global automotive market share. The company which I am currently working at now is haunted by operation inefficiencies, chaotic hierarchy, security loopholes and mounting-up-costs. In the last month, my team and I had been restructuring the organisational hierarchy, centralising recruiting process to avoid improper recruitment, enforcing the recording of work done to ease monitoring process and making it compulsory for the business leaders of each division to prepare constructive reports for the group managing director. Over the next few weeks, we are going to revise our company policies and procedures to ensure firm control over our business operations.
Some of the divisions are already under life support but I feel like there is a general lack of understanding of the current state and the sense of urgency. It is the culture of Sarawak that has been holding the top management back. The need to portray our company as being humane and considerate prevents us from taking immediate action. This is made worse by the fact that we have not done much on corporate branding when it comes to recruitment so far. In other words, we have a problem with acquiring talents. I metaphorize this as stopping a dying person’s blood transfusion process. I personally would suffer a serious burnout of enthusiasm if I do not get to work with competitive people.
I really hope that I can turn the company around before I leave as this would have been an impressive accomplishment on my resume. Perhaps after a few more months, I’ll be able to write a more informative and comprehensive article on change management. That’s it for now, ciao!