Depicts the reform of Nissan Motor Co's corporate culture and subsequent turnover in market share and profits. In 1985 he became President Yutaka Kume Nissan and after that, he always emphasized the need for internal change across the organization. Despite the complexity of the common changes in a large organization, managers and employees of Nissan got the job. By 1990, it was a noticeable difference in Nissan and products. The infamous "economist-boxes" in the early 1980s have been replaced by sleek new models like Silva (240SX). This is considered by many changes that took place throughout the organization to make such cultural change is possible and effective, with the top level management, design, an assembly line. also addresses the difficulties and the time needed to make sustainable changes in the organization. "Hide
by John P. Kotter, Nancy Rothbard Source: Harvard Business School 12 pages. Published: 19 February 1991. Prod. #: 491079-PDF-ENG
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