In this text we appreciate the narrative of Carlos Ghosn, someone who asserted himself as a leader with a plural identity, a manager who rebuilt Nissan from the ashes, a foreign strategist in a country that does not admit defeat for its own, an entrepreneur who led three struggling companies to the creation of a networked, innovative organization that rises to number one in the ultra-competitive world of automobiles, and who ends up slaughtered as a "scapegoat", sacrificed for the sovereign interests of states that he denodantly served. How did he rise to the top? What is the secret to ruling five large companies from different continents and cultures that had nothing to do with each other, is a question that crosses all studies and commentaries? Cultural anthropology, the basis of our approach, has long been concerned with the issue of the relationship between cultures, in particular between the dominator and the dominated, admitting an opening that has led to transculturality. We will see how he made his way, acting in an original way regarding a strategy of "openness" to the culture of the different other; or, on the other hand, a strict technical-tactical "demand" in collaborative organizational action.