Nissan Recasts Communication as Key to Global Strategy

Nissan is reframing communication as a core strategic function that informs corporate decisions, strengthens internal alignment and guides product development across its global operations.

“Communication is no longer a support activity. It is a catalyst for transformation that moves the company toward a more human-centered and inclusive mobility vision,” said Lavanya Wadgaonkar, Nissan’s Global Vice President of Communications, during a visit to Mexico.

Wadgaonkar, who oversees communications across Japan, Oceania, Asia and Latin America, also serves as Nissan’s Global Diversity Champion — a role she described as integral to operations, not symbolic. “This responsibility belongs to all of us. If a company does not listen to its diversity, it cannot navigate the future of mobility,” she said.

She outlined four strategic priorities for her team. The first is aligning corporate strategy with leadership and regional markets. “My role is to ensure the Executive Committee has the right insights and that strategic decisions become clear narratives for every region,” she said.

The second priority is internal communication. “Trust is what moves Nissan daily. It connects employees, engineers, designers and leaders — and it grows through transparency and consistency.”

The third focus is adapting messages to local contexts. “Communication cannot be the same in Japan, Mexico or Europe. Context and culture matter,” she said.

The fourth pillar is diversity, which she described as essential to progress. “Stories matter. When people understand the story, the company moves forward.”

Wadgaonkar noted that diversity and inclusion now influence Nissan’s design, engineering and manufacturing processes. “Diversity is no longer a program — it is an operational principle,” she said.

In manufacturing, she highlighted efforts to eliminate barriers for women, including innovations in Japan where an all-female team designed tools that allow workers to lift heavy components with less physical strain.

In Mexico, Nissan is expanding talent development programs, such as Héroes Universitarios, which connects female engineers with universities, and plant visits that showcase advances in automation, robotics and digitalization. The company also operates Mujeres Sobre Ruedas, a platform that elevates female leadership internally and externally.

Wadgaonkar said evolving customer behaviors — especially among women and younger buyers — are reshaping Nissan’s approach. “Women aren’t influencing the purchase — they are the customers,” she said.

This shift, she added, requires designing mobility experiences beyond the vehicle itself. Nissan is prioritizing ergonomic features, intuitive technology for digital-native users and practical solutions for families and young professionals.

Wadgaonkar emphasized that communication has become structural to Nissan’s ability to adapt. “The future of mobility requires many perspectives,” she said. “Our role is to ensure those perspectives are heard and translated into action.”