Embracing the Mobility Revolution: Nissan’s Quest for Future-Ready Talent

As the automotive industry braces for a monumental transformation, Nissan finds itself at the forefront of a challenging, yet exhilarating journey. Gone are the days of the traditional, engineering-driven automaker. The tides have shifted, and a new wave of disruptive technologies, evolving consumer demands, and ever-tightening regulations are reshaping the very fabric of this global powerhouse.

Adapting to an Unpredictable Landscape

Just a decade ago, the automotive landscape was a relatively stable one, where seasoned leaders could rely on their wealth of experience to navigate the prevailing challenges. But today, the industry is in the throes of a fundamental shift, leaving even the most seasoned executives grappling with a new reality.

“The order of the day now is uncertainty and volatility,” laments Ian Robertson, Member of the Board of Management for Sales & Marketing at BMW AG. “If we think we can continue to do what we always did but a little bit better, it isn’t going to work anymore.”

The proliferation of connected technologies, the rise of autonomous driving, and the seismic shift from internal combustion engines to electric vehicles have upended the traditional playbook. As Ulrich Schumacher, Opel Group’s Vice President for Human Resources and Labor Director, aptly observes, “The industry model has changed irrevocably.”

Seeking Agility and Adaptability in Leadership

To navigate this uncharted territory, Nissan recognizes the need for a new breed of leaders – ones who can seamlessly transition between strategic foresight and operational execution, all while embracing a culture of agility and adaptability.

“Today, leaders need to demonstrate speed, agility, and focus, combined with perfection when it comes to execution,” explains Paul Welander, Volvo Car Corporation’s Senior Vice President for Human Resources, Quality, and Customer Satisfaction.

Gone are the days of the traditional, command-and-control leadership style. Instead, Nissan’s ideal leaders must possess the ability to influence and persuade, rather than dominate and direct. They must excel at coordinating complex, cross-functional teams and collaborating with a diverse network of partners, all while keeping a keen eye on the ever-evolving strategic landscape.

“The gentle art of letting other people have it your way is now a defining characteristic of leadership success,” shares one industry executive.

Bridging the Talent Strategy Gap

Recognizing the critical importance of talent in driving its strategic objectives, Nissan has come to understand that its talent strategy must be intrinsically linked to its broader business strategy. However, Korn Ferry’s survey reveals that this is an area where the automotive industry, as a whole, has fallen short.

“Although only 6% of those surveyed rated their own company as lacking a good long-term business strategy, 39% believe their company has either no clear talent strategy or one that is actually in conflict with the business strategy,” the report states.

Nissan’s Corporate Vice President and Global Chief Marketing Officer, Allyson Witherspoon, emphasizes the need for this alignment, noting, “One needs to be completely supportive of the other. It’s absolutely the same thing, because there is no business strategy without talented people to lead the company, so if you don’t align both, you are just wasting your time.”

Embracing the Diverse Talent Pool

To keep pace with the industry’s rapid transformation, Nissan is casting a wider net to source the necessary skills and expertise. The traditional reliance on homegrown talent is no longer sufficient, as the company seeks to infuse its ranks with diverse perspectives and innovative mindsets.

“Just growing your own is not going to work anymore in this desperately complex, changing, inconsistent, and chaotic market,” says Allan Rushforth, Corporate Vice President for Global Sales at Nissan Motor Co.

Nissan recognizes the value of bringing in talent from outside the industry, particularly in emerging fields like connectivity and autonomous driving. As Barb Samardzich, Ford of Europe’s Chief Operating Officer, explains, “We don’t have homegrown engineers who are expert in those areas, so we look to hire in specific capabilities to fill those gaps.”

By looking beyond the traditional automotive talent pool, Nissan aims to cultivate a leadership team that can navigate the industry’s uncharted waters with agility and vision.

Fostering a Culture of Learning and Adaptability

At the heart of Nissan’s talent strategy is a fundamental shift in the way the company develops and nurtures its future leaders. Gone are the days of relying solely on external training programs or linear career progression. Instead, Nissan is embracing a more dynamic, experiential approach to leadership development.

“External courses may only account for a small percentage of a leader’s development, with coaching and mentoring and on-the-job experience contributing far more,” the Korn Ferry report reveals.

Nissan understands that the ability to learn, adapt, and apply newfound knowledge to novel situations is the hallmark of a future-ready leader. This “learning agility,” as Korn Ferry calls it, is a critical differentiator in an industry where change is the only constant.

“It is the ability to learn from experience and subsequently to apply that learning to perform successfully under new or first-time situations,” the report explains.

By fostering a culture of continuous learning and adaptive problem-solving, Nissan aims to cultivate a leadership pipeline that can navigate the industry’s challenges with confidence and foresight.

Navigating the Talent Landscape of Tomorrow

As Nissan embarks on its journey to shape the future of mobility, the company’s commitment to developing a future-ready workforce is clear. By aligning its talent strategy with its broader business objectives, embracing diverse perspectives, and cultivating a culture of adaptability, Nissan is positioning itself to thrive in the ever-evolving automotive landscape.

“The faster you can move to have leaders with cultural sensitivity who understand emerging markets, the greater advantage you have to capitalize on future opportunities,” notes Andy Palmer, Aston Martin’s Chief Executive Officer.

For Nissan, the path forward is one of constant reinvention, where the company’s greatest asset is not the cars it produces, but the people who drive the company’s vision. By investing in its talent, Nissan is not just preparing for the mobility revolution – it’s leading the charge.

Discover more about Nissan’s commitment to the future of the automotive industry.