1997 Mitsubishi 3000gt Sl Coupe 2-door 3.0l Auto on 2040-cars

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Nissan names Makoto Uchida as next CEO

TOKYO — Nissan named Makoto Uchida, the head of its Chinese business, as its next CEO, picking an executive known for close ties to top shareholder Renault and for a frank, straight-talking manner that has marked him as an outsider. By selecting Senior Vice President Uchida, Nissan's board has gone with someone slightly at odds with its traditional corporate culture. He joined the carmaker mid-career in 2003, a rarity in a country where top executives usually spend their entire working lives at the same company. Known for his unflagging work ethic and relentless focus on cost control, Uchida was described by one long-time associate who spoke on condition of anonymity as a "foreigner with a Japanese face" — direct and to the point in conversations. He will be joined by newly appointed Chief Operating Officer (COO) Ashwani Gupta, currently COO of junior partner Mitsubishi Motors, in trying to find new ways to revive a business that has been struggling for months with plunging profits, management scandal and tensions with Renault. Japan's second-largest automaker has been shaken in particular by the arrest of former Chairman Carlos Ghosn last year on allegations of financial misconduct, which he denies, and the more recent departure of CEO Hiroto Saikawa after he admitted to being improperly overpaid. Whether the 58-year-old former theology student can deliver a miracle turnaround — particularly at Nissan's business in the United States — and repair ties with Renault will now be a focus for investors. "The biggest business challenge for Nissan is speeding up," the head of Nissan's nominations committee, Masakazu Toyoda, told a news conference. "Speedy decision making is a challenge that Uchida raised, and to this end he said that he wants to empower people as much as possible, so we decided to ask Uchida to take on the CEO role." One source close to Renault described the selection as "a victory for the alliance", saying that both Uchida and Gupta knew the business and were ready to help Nissan recover. 'ISN'T REALLY JAPANESE' Before his ouster, Ghosn had been working on a plan for a full merger of Renault and Nissan, but had met resistance in Japan, which is concerned about French influence in the alliance. The French government is a major Renault shareholder. Relations were further strained this year when Renault held abortive merger talks with Fiat Chrysler Automobiles.

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.

Junkyard Gem: 1983 Mitsubishi Starion

Americans had been buying Mitsubishis with Dodge or Plymouth badging for more than a decade when the first Mitsubishi-badged cars began showing up on these shores. For the 1983 model year, Mitsubishi USA offered the Cordia, the Tredia, the Mighty Max, and the Starion; the latter was a futuristic-looking rear-wheel-drive sports car that took direct aim at potential buyers of the Supra, the 280ZX, the RX-7, and even the Camaro. Here's a rare first-year "narrow-body" Starion in a Denver self-service wrecking yard. Even though every Starion sported a turbocharged engine, the word TURBO was considered so magical during this era that no self-respecting car company in 1983 would have refrained from adding at least a couple of TURBO badges. Later Starions (and Conquests) even had TURBO badging sewn into the seat belts. In 1983, the Starion's 2.6-liter Astron packed 145 horsepower, which compared favorably to the optional 175-horse engine in the much heavier 1983 Camaro Z28 (the base Z28 engine made 150hp). The 280ZX cost more and offered 145 horsepower; the 280ZX Turbo cost lots more but had 180 horses. This car looks tired but not rusty. The pins stuck into fuel-injection electrical connectors tell a sad story of its final days on the road; a frustrated owner tried to use a multimeter to figure out hard-to-diagnose electrical woes. Auto-reverse was a high-end audio-system feature in 1983 cars. Mitsubishi made (and still makes) plenty of good consumer electronics, so the sound systems in these cars were considered high-quality stuff for their time. I shot this car with a circa-1983 cereal-box-prize film camera, because it seemed like a good idea. This content is hosted by a third party. To view it, please update your privacy preferences. Manage Settings. With music by Osamu Kitajima and artwork by Shuse Nagaoka (whose work you may know from all those 1970s ELO and Earth, Wind & Fire album covers), the Japanese-market ad for this car reveals its SUPER POTENTIAL.