In Europe, and particularly in regions like France, Nissan's inclusivity appears to be lacking. A challenge with conglomerates of this magnitude is that the company culture can vary substantially from one region to another. While there are numerous manifestos championing Diversity & Inclusion, these principles seem to be sidelined, especially for those who aren't native French. Promotions appear to hinge more on personal favorability than on objective performance and tangible results. Furthermore, in recent years, Nissan's market share in Europe has been declining. The frequent rotation of leadership teams, roughly every 2-3 years, may be contributing to this trend. It appears there's a lack of long-term vision, with the company undergoing reorganizations almost every three years. From an educational perspective, one might find limited opportunities for learning and growth within Nissan Europe. Many consulting projects are initiated, likely due to the perceived internal knowledge gaps. The alliance has only added to the complexity, leaving the company's identity in a flux — it doesn't distinctly feel Japanese or French, and it certainly doesn't resonate with the inclusive international company it was a decade ago
