The research case discusses the restructuring of Renault under the stewardship of Carlos Ghosn. By 2000, Renault met its objective of becoming the most profitable and competitive European car manufacturer in terms of quality, cost and time. In 2003, the turnaround of Renault SA and its success in the Renault-Nissan alliance was termed as “radical transformation” as the redesining of Renault reflected on its organizational chart, on new policies, creation of an alliance baord and transforming the once Fench company to a bi-lingual internationally reputed company.
SOM, A. (2004). Renault: The Challenge of Restructuring. Dans: 2004 Midwest Academy of Management Meeting. Creighton.