Nissan as Japan turning global?

Getting to watch high-profile people up close is one perk of our job as reporters.
This week, I did an interview with Carlos Ghosn, the chief executive of Nissan and Renault.
I can only observe Nissan as an outsider.
But Nissan has changed over the last decade in one key, obvious and simple way: The makeup of the people who work there is more diverse.
It’s unclear whether that’s going to just slow down decision-making, or prove a gem of an asset for an automaker trying to expand in emerging markets in a world and industry that are increasingly global.
It’s a nice thought to think diversity produces winners.
But does it?
Toyota and Honda don’t have diverse management.
But they’re beating Nissan (profit, vehicle sales).
Obviously, a company’s success is so complex there are many factors that ultimately determine what happens.
And the significance of promoting diversity is likely lost on both sides of the Pacific _ in the U.S., because diversity is so commonplace, and, in Japan, because diversity is so rare.
For some reason, it’s charming to watch people from different nations talk English in heavy accents to make decisions at a big company.
Maybe it’s a reminder of how corporations, even big ones, are in the end about the individual people who work there.