The present work is analysing the successful turnaround of the Japanese car manufacturer Nissan
in 1999 to 2001. Very often transformational change fails due to different factors in most
cases though due to the insufficient employees motivation or due to cultural problems when two
international partners try to gain the competitive advantage through merger or alliance. To
analyse the successful turnaround of Nissan after its alliance with Renault a new model for
conducting organizational change was introduced. The provided framework unites both actions and
attitudes necessary for motivating employees and establishing new structural and cultural
patterns. The example of Nissan proved that clear analysis of the present situation cross
-border communication during the whole transformational process the sense of urgency
established from the very beginning and total commitment of top management and employees are
the vital factors that define the success of transformational intention.
