Sean McLain

And he gave this very long, rambling answer.

And he gave this very long, rambling answer.

It was a very simple question, which you would think have a very simple answer, but this is stereotypical Mibe.

It was a very simple question, which you would think have a very simple answer, but this is stereotypical Mibe.

It was a very simple question, which you would think have a very simple answer, but this is stereotypical Mibe.

Yeah, he is. He's honest in an endearing way for a modern CEO.

Yeah, he is. He's honest in an endearing way for a modern CEO.

Yeah, he is. He's honest in an endearing way for a modern CEO.

So the Japanese government is one of the biggest architects pushing this deal for one very big reason. Jobs in Japan that directly work for these two companies and are reliant on these two companies having manufacturing and research facilities in Japan.

So the Japanese government is one of the biggest architects pushing this deal for one very big reason. Jobs in Japan that directly work for these two companies and are reliant on these two companies having manufacturing and research facilities in Japan.

So the Japanese government is one of the biggest architects pushing this deal for one very big reason. Jobs in Japan that directly work for these two companies and are reliant on these two companies having manufacturing and research facilities in Japan.

And so the hope is that by combining together, they might together produce enough vehicles and sell enough vehicles in Japan to sort of justify their continued existence.

And so the hope is that by combining together, they might together produce enough vehicles and sell enough vehicles in Japan to sort of justify their continued existence.

And so the hope is that by combining together, they might together produce enough vehicles and sell enough vehicles in Japan to sort of justify their continued existence.

Well, the number one challenge is culture. These are two extremely different companies. Nissan historically has had its top management picked from the University of Tokyo, the sort of the Harvard of Japan, Keio University, the sort of blue-blooded patrician elite of Japanese education. And their leadership tends to be people who come up through the sales side of the business.

Well, the number one challenge is culture. These are two extremely different companies. Nissan historically has had its top management picked from the University of Tokyo, the sort of the Harvard of Japan, Keio University, the sort of blue-blooded patrician elite of Japanese education. And their leadership tends to be people who come up through the sales side of the business.

Well, the number one challenge is culture. These are two extremely different companies. Nissan historically has had its top management picked from the University of Tokyo, the sort of the Harvard of Japan, Keio University, the sort of blue-blooded patrician elite of Japanese education. And their leadership tends to be people who come up through the sales side of the business.

Whereas Honda has always been an engineering company. And Honda's leaders have typically come up through their research and development arm. People whose engineering chops have propelled them to the top of the company. So these are two very different corporate cultures. And frankly, even the way that they operate internally are very different.

Whereas Honda has always been an engineering company. And Honda's leaders have typically come up through their research and development arm. People whose engineering chops have propelled them to the top of the company. So these are two very different corporate cultures. And frankly, even the way that they operate internally are very different.

Whereas Honda has always been an engineering company. And Honda's leaders have typically come up through their research and development arm. People whose engineering chops have propelled them to the top of the company. So these are two very different corporate cultures. And frankly, even the way that they operate internally are very different.