text: To produce the necessary shift in thinking, we must have management of the highest caliber. 
  
  The actions and comments of the senior executives appearing in this annual report reflect that 
  
  strength of leadership. You will see it in the way they convey their individual visions, commit to 
  
  action plans, manage with accountability, assess progress, and recognize high performance. The 
  
  same management practices are deeply embedded at every level of the company. 
  
  The first key concept in the Nissan Management Way is cross-functionality. Cross-functional 
  
  teams—CFTs—and the V-Up program are powerful management tools, developed within Nissan, 
  
  that reach across the functions and organizations of this global company. When employees are 
  
  brought together across corporate and physical borders to form a CFT, what we call “healthy 
  
  conflict” often arises. Healthy conflict is cooperative, not combative, and sparks innovative ways 
  
  of thinking. Again, it all springs from looking at challenges in a customer-centric way. After all, no 
  
  single division can produce what customers want—an outstanding automobile backed by 
  
  excellent service and support. Cross-functional activities are at the core of all operations within 
  
  Nissan, making the process more active and direct. 
  
  Another key concept at Nissan is “stretch.” Stretch occurs when an activity spans the entire 