You don't implement change easily in Japan unless you explain very clearly why you need to do this change, how you're going to do this change and what's going to be the outcome of this change. If you offset or you forget to explain one of these three steps you're not going to do it.

When you're C.E.O., you have to have two conditions: first, shareholders need to trust you and want you to head your company. The second is that you need to feel the motivation to do the job. So, as long as both are reunited, you continue to do the job. And today, they are reunited.

To face deflation, you have to have people accepting it and not reacting to it.

What I worry about is not just Nissan, but Japanese manufacturers losing motivation to maintain production in Japan. The high yen is definitely a headwind.

The low price of oil is a headwind to investments in alternative energy technologies, but it will not stop them.

People will always challenge you on an idea as long as it has not been concretized by somebody else.

Being a good leader today doesn't mean you'll be a good leader 10 years from now. You have to adapt to the times