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2014 Nissan Serena offers big flexibility in a tidy package

In America, Nissan attempts to slake our kinschlepping needs with its slow-selling Quest minivan, but in Japan, where consumers seem a lot less reluctant to buy MPVs, there are a lot more models for every size family and budget. Nissan itself offers no fewer than six such minivans, including the popular Serena seen here.
Technically a mid-cycle facelift, this new Serena continues to offer seating for up to eight people with a gas-only or mild hybrid driveline delivering power to either the front or all four wheels. This Tokyo Motor Show reveal takes that familiar package and lends it a freshened look, complete with a revamped front fascia with less chrome frosting, optional LED headlamps, new LED taillamps and new alloy wheel patterns. In addition, the Serena receives new active safety technology, including lane departure warning systems, Around View Monitor with Moving Option Detection, Driver Attention Alert, and so on.
With only a 2.0-liter four-cylinder engine paired with a continuously variable transmission, you might expect the Serena to be smaller than today's American minivans, and you'd be right - it's roughly the size of a short-wheelbase Gen III Dodge Caravan, making its seating capacity particularly impressive. Said another way, the Serena is likely to stay forbidden fruit, but that doesn't mean you can't enjoy it in our gallery.

Meet Sparky, Nissan's Leaf-based, Frontier-bedded EV parts hauler [w/video]

For many enthusiasts, the concept of the ute - a car with a pickup bed - is somehow irresistibly appealing. On paper, it promises the marriage of a truck's utility and a car's superior driving dynamics, and for that reason alone, we'd love to see more of them. Yet while other parts of the world get them in good numbers, North America doesn't ever see them - at least not for long. Based on what we've seen of late, though, that's not due to a lack of motivation on the part of engineers.
BMW wowed us several years ago with an M3 ute, and earlier this year, some interns converted a Mini Paceman into the pickup-bodied Paceman Adventure. Loathe to let their rivals in Munich and Oxford have all the fun, Nissan has built its very own car-based pickup. Meet Sparky, the world's first Leaf Frontier.
Like the M3, this all-electric ute is used as a parts hauler for Nissan's engineering teams at its sprawling Stanfield, AZ tech center and proving grounds.

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.