3 Leadership Lessons Executives Can Learn From Famous Leaders

Abstract

This is a peak at Carlos Ghosn, former CEO of Nissan Motor Corporation, Gordon Moore, the co-founder and former CEO of Intel Corporation, and Kōnosuke Matsushita, the founder and former CEO of Panasonic, who have been recognized as the most prominent and successful leaders today. Under Ghosn's management, Nissan became one of the world's largest manufacturers in the automotive industry. Under Moore's strategic leadership, Intel also became one of the largest manufacturers of computer chips in the world. The Japanese Kōnosuke Matsushita also created a 200-year strategic plan that was carried out by his successors at Panasonic efficiently and effectively. Now, these three companies are still the most admired in North America and the most profitable companies on the "Fortune 500" list. The first purpose of this opinion article is to decode Carlos Ghosn's mysterious method for implementing organizational knowledge. Next, we aim to show why and how Gordon Moore coined the phrase strategic turning point. Moore argued that all rules would change at the strategic turning point. Third, we aim to decode how Matsushita's leadership grew the Panasonic company and present his big leadership lessons at this Japanese multinational electronics company for executives and senior executives across the globe. This opinion article presents key insights for management scholars and practitioners to understand why Ghosn, Moore, and Matsushita owed most of their victories at Nissan, Intel, and Panasonic to their magic management practices and strategies. In this way, we have identified the DNA of Ghosn's knowledge management method, Moore's strategic turning point, and Matsushita's effective leadership which contain an important story for CEOs and management scholars worldwide.