BEM3060 Managing Entrepreneurially Aliyev Nurgun

BEM3060 Managing Entrepreneuriallyaliyev Nurgun 680065530140125busin

Develop a business analysis report on Nissan, examining its current entrepreneurial aspects such as leadership, innovation, and creativity. Analyze the company's strengths and weaknesses, and propose strategies to enhance its entrepreneurial capacity, considering recent challenges like leadership scandals and impacts of the COVID-19 pandemic. Discuss potential outcomes of the proposals and conclude with recommendations for Nissan's future growth and resilience.

Paper For Above instruction

Nissan Business Analysis and Entrepreneurial Strategies

Nissan Motor Corporation, a global leader in automotive manufacturing, has been at the forefront of innovation within the transportation industry for nearly nine decades. Founded in 1933 in Japan, Nissan has evolved from a domestic car manufacturer into a worldwide giant, renowned for its technological advancements, especially in electric vehicles (EVs). As the automotive industry faces unprecedented challenges and rapid technological shifts, Nissan's ability to harness entrepreneurial traits such as innovation, leadership, and agility becomes vital for sustained growth. This analysis scrutinizes Nissan's current entrepreneurial landscape, identifying key strengths and weaknesses, examining internal and external barriers, and proposing actionable strategies to foster a more entrepreneurial organization capable of thriving amidst industry disruptions.

Business Overview

Nissan's evolution from a modest vehicle assembler to a global automobile powerhouse is marked by strategic alliances, technological innovation, and a resilient brand identity. With over 5 million vehicles sold annually, Nissan belongs to the Renault–Nissan–Mitsubishi Alliance, one of the world's largest automotive partnerships (Nissan, 2020). The company is particularly recognized for pioneering electric vehicles, exemplified by the Nissan Leaf, which has sold more than 450,000 units globally as of 2019 (Nissan, 2019). Its strategic emphasis on EVs aligns with global sustainability goals and industry shifts toward cleaner transportation (International Energy Agency, 2021).

However, recent leadership scandals, notably the arrest of former CEO Carlos Ghosn, have cast shadows over Nissan's corporate governance and organizational culture. The scandal exposed underlying governance issues and highlighted the importance of integrity and transparency in fostering entrepreneurial spirit (Inoue & Nussbaum, 2019). The current leadership under Makoto Uchida aims to realign the company's strategic vision by instituting collective leadership approaches, promoting innovation, and enhancing risk management capabilities. Nonetheless, external challenges such as the COVID-19 pandemic, supply chain disruptions, and intensifying global competition necessitate Nissan to embed entrepreneurial qualities within its operational fabric to secure future success.

Entrepreneurship Analysis

Nissan exhibits several entrepreneurial traits, notably innovation in electric vehicle technology and proactive adaptation to market trends. Its commitment to EV infrastructure, including investment in bi-directional charging and expansion of charging networks, exemplifies a forward-thinking approach (Nissan, 2017). Moreover, strategic alliances and cross-cultural management demonstrate organizational agility and a global entrepreneurial outlook. Nissan’s establishment of specialized training centers like Monozukuri University underscores its investment in knowledge sharing and skill development—core entrepreneurial practices targeted at sustaining innovation and operational excellence (Nissan, 2020).

However, weaknesses persist, especially in leadership and risk management domains. The Ghosn scandal revealed systemic governance flaws, with excessive centralized decision-making hampering innovation responsiveness at the operational level. Additionally, the company's risk assessment processes appeared inadequate during the Mitsubishi fuel economy scandal, which tarnished its reputation and financial stability (Inoue & Nussbaum, 2019). Employee morale and management practices also reflect areas for entrepreneurial improvement; reports of poor management and limited diversity indicate the need for cultural transformation. Furthermore, the COVID-19 pandemic underscores the company's vulnerability to external shocks, necessitating agility and resilience, key entrepreneurial characteristics, to navigate the crisis effectively.

Barriers, Challenges and Risks

Several barriers hinder Nissan's journey toward enhanced entrepreneurial capacity. Governance challenges, epitomized by the leadership upheaval post-Ghosn, threaten strategic clarity and organizational cohesion (Inoue & Nussbaum, 2019). Resistance to change within established corporate cultures can inhibit innovation uptake and agile decision-making. Internal challenges include inflexible operational structures, limited diversity, and insufficient integration of entrepreneurial mindset across functions (Hughes, 2016).

Externally, Nissan confronts volatile market dynamics, intensified by the COVID-19 pandemic, which has disrupted supply chains, slashed revenues, and constrained research and development efforts. Supply chain disruptions, especially in sourcing critical components, pose significant risks to production continuity. The global shift toward electric mobility also increases competitive pressure from EV-focused firms like Tesla, requiring Nissan to accelerate innovation and customization efforts. Additionally, geopolitical uncertainties and differing regulatory environments risk complicating strategic investments and expansion plans (PwC, 2020).

Financial risks, including projected operating losses due to pandemic impacts, underscore the necessity for Nissan to diversify revenue streams and improve operational resilience. The pandemic’s effect on workforce management, remote working, and employee engagement further compounds these risks, threatening organizational agility. Overall, the multifaceted barriers highlight the need for comprehensive risk mitigation strategies coupled with fostering an entrepreneurial culture capable of adapting swiftly to change.

Proposals

To cultivate a more entrepreneurial organization, Nissan should implement a multifaceted set of strategies. Firstly, reform corporate governance structures to promote transparency, decentralize decision-making, and encourage innovation at all levels. Establishing independent innovation labs and intrapreneurship programs can empower employees to develop and pilot new ideas (Caldwell, 2020). Secondly, Nissan must accelerate its digital transformation by integrating AI, big data analytics, and automation into operations to enable real-time decision-making and enhance agility (PwC, 2020).

Enhancing diversity and inclusion through targeted mentoring programs, especially supporting women in leadership, will foster a broader range of perspectives and ideas vital for entrepreneurial thinking (Hughes, 2016). Furthermore, expanding global innovation and training centers can offset risks associated with supply chain disruptions, facilitating localized R&D efforts, and ensuring continuous knowledge transfer. Implementing robust risk management frameworks, leveraging new technologies such as predictive analytics, will enable proactive responses to crises like COVID-19 (Cerasis, 2020).

Leadership development is crucial, and adopting diversity intelligence (DQ) models can improve managerial sensitivity and inclusive decision-making, fostering a culture of innovation (Hughes, 2016). Additionally, Nissan should focus on building entrepreneurial capabilities in suppliers and partners, creating ecosystems that support rapid adaptation to market and technological changes. These strategies must be complemented by a clear vision articulated through consistent internal communication, aligning all employees toward a shared entrepreneurial mindset.

Predicted Outcomes

If Nissan implements these proposals, the company can expect enhanced innovation, resilience, and market competitiveness. A reform in governance and leadership development will foster a culture receptive to new ideas, enabling faster product development cycles and adaptation to industry shifts. Empowered employees and diversified leadership teams will generate creative solutions to pressing challenges and improve decision-making quality (Hughes, 2016).

Expanding innovation centers and leveraging digital tools will result in increased operational agility, reduced time-to-market, and improved supply chain management, decreasing vulnerabilities exposed during the pandemic. Strengthening risk management practices will mitigate potential financial and reputational damages, ensuring business continuity. Moreover, fostering diversity will enhance organizational learning, customer understanding, and market reach, especially among underrepresented demographics, aligning with global sustainability and social responsibility trends.

Financially, these strategies are projected to boost revenue streams through accelerated innovation and increased customer loyalty, thereby improving profit margins. The organization’s reputation will also benefit from stronger corporate governance and ethical standards, attracting talent and partnerships. Long-term, Nissan will position itself as a resilient, innovative, and entrepreneurial industry leader capable of thriving amid evolving industry dynamics and societal expectations.

Conclusion

In summary, Nissan's current entrepreneurial landscape presents significant opportunities and challenges. While the company demonstrates innovative strengths in electric vehicle development and strategic alliances, governance issues, and external shocks such as the COVID-19 pandemic pose substantial risks. To capitalize on its potential, Nissan must embed entrepreneurial principles across its organizational structure, culture, and processes. Strategic reforms in governance, digital transformation, diversity, and risk management are vital for fostering a resilient, innovative, and agile enterprise. Implementing these measures will not only help Nissan navigate current disruptions but also secure sustainable growth and competitiveness in the rapidly evolving automotive industry. Proactive, entrepreneurial leadership and organizational change will be indispensable for Nissan to emerge stronger and more innovative in the post-pandemic world.

References

• Caldwell, S. (2020). Managing Reverse Logistics During Disruptions. Supply Chain Management Review.
• Hughes, C. (2016). Using Diversity Intelligence for an Inclusive Organization. Human Resource Management.
• Inoue, K., & Nussbaum, A. (2019). Nissan Power Struggle Ends with Renault-backed Collective Leadership. Automotive News Europe.
• International Energy Agency. (2021). The Future of Electric Vehicles. IEA Publications.
• Nissan. (2019). Nissan LEAF Sales Figures. Nissan Global Newsroom.
• Nissan. (2020). Annual Report. Nissan Motor Corporation.
• PwC. (2020). COVID-19 and the Automotive Industry. PricewaterhouseCoopers.
• Seraphin, H. (2020). Omnichannel Strategies in Retail During COVID-19. Journal of Retailing and Consumer Services.
• Roues, P. (2016). Reverse Logistics: Concepts and Practices. Logistics Management Journal.
• Inoue, K., & Nussbaum, A. (2019). Nissan power struggle ends with Renault-backed collective leadership. Automotive News Europe.