Nissan 2008 Annual Report Download - page 23

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21
Nissan Annual Report 2008
NISSAN GT 2012
MESSAGE FOR NISSAN GT 2012 FROM THE COO
While I have been involved in generating four
midterm plans for Nissan, I’ve developed a particular
attachment to our latest business plan, NISSAN GT
2012. The reason goes back to our bitter experience
with the profit decline we suffered in fiscal 2006, the
first downturn in the seven years since we initiated
the Nissan Revival Plan (NRP).
Why did Nissan hit a bump after completing the
revival and growing constantly during both the NRP
and NISSAN 180 periods? While developing
NISSAN GT 2012, we asked ourselves hard
questions about our performance at the time. How
thoroughly had we discussed our “stretched”
objectives? Were those objectives and the action
plans associated with them broken down into
regional and functional actions, and translated
effectively into day-to-day operations? NISSAN GT
2012 is the result of many rounds of review and
reflection. We have learned from the setbacks we
experienced, and have begun to transform those
lessons into sources of progress.
One characteristic that makes the NISSAN GT
2012 plan different from those that came before is
its duration. This is a five-year business plan,
whereas the previous plans were geared for three
years of rehabilitation, revival and growth,
transforming Nissan into a better company one
measured step at a time.
By contrast, NISSAN GT 2012 sets bold targets
that are meant to boost Nissan’s competitiveness
over a longer span and project strategies farther into
the future. We will be developing competitive
advantages in the realms of quality and
environmental responsibility, and building a strong
bond of trust with all stakeholders, including our
customers. Based on this, we will accelerate our
growth yet keep it sustainable. This is the core
concept of NISSAN GT 2012.
The second characteristic we are particularly
focused on developing is the capability to take on
long-term, high-level objectives. For example, in
addition to improving the quality of our products,
sales and service and their perceived quality and
attractiveness, we are determined to make the
quality of our management the best in the industry.
Management quality is monitored through the
annual employee survey. “The power comes from
inside” was our fundamental management concept
during the NRP comeback years, and it is still the
foundation of the Nissan Way. With our people as
our driving force, we aim to push management
quality far up the scale.
When we keep employee motivation high, our
efficiency and effectiveness rise to match. We are
challenging ourselves to do this in every segment of
our business, and in every region. As we refine our
management operations, Nissan will continue to
grow, bolstered by the trust of our customers and
other stakeholders. We are ready to challenge the
ambitious goals of NISSAN GT 2012.
Toshiyuki Shiga
Chief Operating Officer
TOSHIYUKI SHIGA
Chief Operating Officer