Nissan 2006 Annual Report Download - page 11

Nissan Annual Report 2005 9
THE NISSAN WAY
A global corporation must be nimble in both its
thinking and its actions to thrive in these highly
competitive times. For that reason, the foremost
tenet of the Nissan Way is cross-functionality—a way
to unite all our far-flung businesses and people.
Aligned with the Nissan Value-Up business plan, it is
our most potent management tool.
What does cross-functionality mean in everyday
terms? The easiest way to understand the concept is
to look at our cross-functional teams, or CFTs. A CFT
is a group of Nissan employees formed from various
regions, cultures, organizations and disciplines. Their
experiences and perspectives are often quite
different. What seems perfectly logical to one CFT
member may seem out of context to another.
Not surprisingly, the interactions between these
individuals often generate what we call “healthy
conflict.” Many companies would view such internal
tension as something to be avoided. We do not.
Instead, we believe it produces the kind of energy
and creative vision that sets a company above
the rest.
Behind all of these interactions is the collective
desire to serve Nissan’s customers. We realize that
no single part of our business is capable of
producing everything that our customers need—
exceptional products and the sales, distribution and
services that must accompany them. That is precisely
why cross-functional activities are the core of every
operation within Nissan.
Another fundamental and closely related concept
for us is “stretch.” Frequently a question arises that
potentially affects every facet of our operations.
When that happens, we have to look far and wide for
a definitive answer. One distinct advantage of being
a global business is that we can tap into a wealth of
grassroots knowledge and ways of thinking. In the
process, we often gain solutions that stretch the
organization in new and profitable directions.
Open, constructive exchanges are at the heart of
effective two-way communications. The way we
relate to others, both inside and outside Nissan, is
based on mutual trust and respect. And because
information flows so much faster now, we have
developed sophisticated new communications
channels. Nissan employees can access company
data and transmit what they know to our
stakeholders, suppliers, the media and other
interested parties in a more efficient way.
Nissan’s strength springs from our motivated,
passionate people, and we work to increase their
enthusiasm in many ways. Keeping our management
consistent and promoting empowerment is one of
those ways. Our managers operate with strict
accountability, assess progress objectively, and
readily acknowledge superior performance. Their
attitudes and ethical behavior inspire trust in the
actions and decisions of the company. Employees
readily participate in the decision-making process
because they know the management structure and
feel confident in expressing their own opinions and
ideas. That is how true empowerment grows.
Those are the elements of our corporate
philosophy. As Nissan continues to pursue
sustainable, profitable growth, our thinking will
remain broad. Our ultimate goal is to become the
leading automaker in brand strength, quality,
profitability and performance, and we aim to do it in
every country, region and product segment. The
Nissan Way will continue to give us the flexibility to
redefine who we are, based on the needs and
desires of our customers.
What Keeps Nissan in Motion