Management at Renault had gone downhill in the years before I joined in 1996. At that time, the company was facing a massive deficit. Even under pressure from the government, the management team had not come up with an effective strategy for improving labor-management relations. Workers were aging, production facilities were woefully outdated and products were inferior. We had a lot of work to do.
I took two months to study up on the company, talk to people and assess the situation. One of the first problems I identified was how the company was structured. Different departments weren't communicating or coordinating efforts. I also saw too much fruitless finger pointing from the management team, too few solutions.