I love not to be busy in a certain way.
I approve designs not because I think I am more gifted or somebody who can see ahead three or four years from now, but just to make sure that the design is a logical, rational decision, taken after analyzing pros and cons.
More and more, in any company, managers are dealing with different cultures. Companies are going global, but the teams are being divided and scattered all over the planet.
In most companies people make a specific contribution to the company in their function. But it is not expressed in terms of profit, only in terms of performing their function better.
To face deflation, you have to have people accepting it and not reacting to it.
Any job very well done that has been carried out by a person who is fully dedicated is always a source of inspiration.
When your results are good, you are obviously going to have a lot of press. And when you start to falter a little bit, you are going to have some criticism, and there is nothing abnormal in that.
I'm the C.E.O., nominated by the shareholders. If they're not happy, I have to take the consequences.
We have some worse scenarios for which we need to prepare as companies. For the moment, we're planning for the worst, and the worst is now, and the car market is down more than 15 percent in France. There is so much uncertainty.
China will be the answer to Japan's problems.
If we come to the conclusion after 90 days that the synergies are big enough to justify the efforts, then we can go to the second step, which consists of saying: what would be the best organization and conditions - including shareholdings - in order to make sure the synergies happen.
You have to listen to the people who have a negative opinion as well as those who have positive opinion. Just to make sure that you are blending all these opinions in your mind before a decision is made.
When the CEO makes a decision, people don't come back on it.
When a company is facing a problem, it always takes a stance and takes a decision, but at the same time it wants to make sure of what it can learn from it, what enhancements it can make.
We are facing extreme volatility.
The role of leadership is to transform the complex situation into small pieces and prioritize them.
I always loved cars. I don't know why, I can't explain it to you. It has always been with me.
At the age of 20 I bought a used Fiat 127. This was the only one I could afford!
I would say a good leader brings results. A great leader writes a new story, it's different. Obviously a new story has to incorporate a lot of results. But a story is a chapter in the life of a company that people want to write and want to remember.
Good is somebody who delivered and allowed the company to overcome obstacles, without leaving a profound impact on its culture. Great is somebody who leads his company to achievements and performance and value that nobody was expecting it had.
People will always challenge you on an idea as long as it has not been concretized by somebody else.
In a difficult and uncertain environment, Renault remains on track to meet its 2012 objective.
When you're CEO, 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.
There are always lessons that can be learned from another manufacturer. You can learn from their successes and from their mistakes also. But you cannot replicate; you can only learn.
Electric cars are going to be very important for urban transportation.