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Nissan's Carlos Ghosn taps the brakes on autonomous car progress

"Self-driving cars remain a long way from commercial reality."
Nissan CEO Carlos Ghosn shocked the automotive industry last year when he announced that his company plans to offer consumers an autonomous car by 2020. The automaker even showed off its self-driving Leaf prototype as proof. He was bolder recently with the pronouncement that select markets could have them in 2018, if laws allowed. The boss' optimism appears to be waning, though, and he's now sounding a lot more conservative about the future. While driverless vehicles are still on the way, Ghosn is hedging his bets with a more gradual implementation of several systems.

Nissan adds 2013 Titan to gearshift recall

Nissan has added the 2013 Titan to the list of vehicles recalled over potential gearshift issues. Just a few days ago, the automaker recalled nearly 20,000 NV Vans for a problem with the shift lever assembly that could cause the gear selector to read inaccurately. Now Nissan is recalling certain 2013 Titan pickup trucks manufactured between December 17, 2012 and February 20, 2013 and equipped with column-mounted shift levers, though for a different fault. The pickups were built using certain chemicals that could cause the brake-shift interlock mechanism to fail over time. If that happens, the truck could be shifted out of Park without the driver's foot on the brake.
As a result, the truck could roll away and cause an accident or injury. Nissan says it will remedy the fault free of charge. Owners can expect to be notified once the campaign begins on or around April 8. You can read the full National Highway Traffic Safety Administration notice below for more information.

Ghosn's legacy: one of the auto industry's most effective execs

"Bob Lutz ... estimated that carrying out the Nissan operation would be the equivalent, for Renault, of putting $5 billion in a container ship and sinking it in the middle of the ocean." So wrote Carlos Ghosn in "SHIFT: Inside Nissan's Historic Revival," which was published in the U.S. in late 2004. Two points about that observation: It is in keeping with Lutz's "Often wrong but never in doubt." It shows that Ghosn is a remarkable executive, given that he was able to take Nissan from the edge of financial oblivion to one of the foremost automotive companies (although with alliance partners Renault and, more recently, Mitsubishi). In 1999, Ghosn created what was named the "Nissan Revival Plan." It could have just as well been called the "Nissan Resuscitation Plan." Things were that bad. Now Ghosn is in the midst of legal trouble, accused of financial improprieties of some sort. There is no indication that this is at anything near the scale of what happened at Volkswagen Group. There's malfeasance. And then there's malfeasance. It is likely that this is going to be the end of Ghosn's career, but at age 64, and as a man who has spent nearly the past quarter-century essentially on airplanes, it is probably a good time to leave the stage. What his next act will be — to court or even prison — is an open question. But arguably, Ghosn's performance in the transformation of Nissan and Renault, which also needed some strong medicine to keep it from collapse in the early '00s (although one suspects that the French government would have done its damnedest to keep it propped up), makes him one of the all-time most-notable executives in the auto industry. Ghosn closed plants in both France and Japan and he worked to dismantle the Nissan keiretsu network of interlocked companies, things that were absolutely unthinkable. He established plans with stretch goals in their titles, like the "20 Billion Franc Cost-Reduction Plan," and worked with his people to achieve them, despite the pushback that seemed to come along with the announcement of the plan. As in, as he recalled in SHIFT, "Some people said, 'He's off the deep end. He's raving mad. Doesn't he know that at Renault you set the most conservative goals possible so you can be certain to reach them?' My answer to that sort of thinking was 'You're going to get what you ask for. If you set the bar too low, you'll be a low-level performance.