>> [Applause] Carlos Ghosn: It's better always to enjoy applause before than after.
>> [Laughing] SPEAKER02: Mr. Ghosn, thank you for joining us today.
I would like to open by asking you how you approach leadership, strategy, and execution differently at Nissan versus at Renault, given that each company has very different cultural contexts.
Carlos Ghosn: Well, you know, the French -- the French way of managing and the leadership in French expresses itself in a completely different terms than Japan.
I knew it from the beginning.
So in a certain way you have some fundamentals which are the same, umm, and we're gonna probably talk about what are these fundamentals but the way you exercise these fundamentals are completely - - completely different.
In Japan, I don't run meetings the same way I run them in France.
I don't reward people the same way than I do within France and what is expected with me in term of communication we don't do the same things in Japan.
They are not -- the tools are not the same, the words are not the same, the way even you shape your strategy's not the same.
So what we have to do when you are in a situation where you' re managing two different culture is you want to make sure about what is the content, which usually is very common, and then, what is the packaging of the content which has to take into consideration with how they consideration the culture.
