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2013 Nissan Leaf [w/video]

If It Ain't Broke, Don't Fix It
Look at the 2013 Nissan Leaf - even one parked next to a 2012 model - and you'll be hard-pressed to spot the differences. Changes and updates have been made, but you have to know the details to tell. It's sort of like listening to a hipster tell you why Interpol and The National have completely different sounds.
Nissan says it didn't reinvent the Leaf because what the company has created is working. Over 25,000 Leafs have been sold in the US - 62,000 around the world - since the car went on sale in late 2010. That may not sound like a lot, but it's heads and shoulders above any other all-electric car available anywhere. The car has its detractors - boy, does it ever - but Nissan knows it's hard to argue with real-world success.

2016 Nissan Titan coming to 2015 Detroit Auto Show

The Titan has continued to sit in a corner of Nissan's front yard, taken out on occasion but largely unloved, the same way you see a project truck in a neighbor's driveway that makes you wonder, "Are they ever going to do anything with that?" The fullsize pickup made the news about six months ago when reports surfaced that the next generation would offer a Cummins diesel engine that had originally been meant for Ram, then it returned to the shadows.
According to a report from Edmunds, the Titan will return to the spotlight in about a year, with the unveil of the 2016 model planned for next year's Detroit Auto Show. Along with that oil-burner, it will bring a gasoline V6 engine, a complete redesign and a regular cab configuration to finally give it a fighting chance against the thick end of the light-duty truck market. Toyota gets pressed for the molasses-like sales of the Tundra, but that fullsize entrant sold 7,890 units in January and 10,988 in December 2013. Nissan sold 887 Titans in January, 1,284 in December 2013 and broke 2,400 US sales in a single month just once in four years. (The segment-leading Ford F-150, for reference, sold 46,536 units in January.)
An entry-level model and a regular cab option should give the Titan a welcome and overdue sales boost. Better power numbers and fuel economy for the V8 would probably go a long way, too. We expect to start getting glimpses of its future later this year.

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.