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Nissan promising autonomous car production by 2020

Nissan will bring the autonomous car to consumers by the end of this decade. The announcement was made by CEO Carlos Ghosn at the company's US headquarters in Irvine, CA. Nissan has already begun construction of a dedicated proving ground for the self-driving cars in Japan, with completion targeted for the end of 2014.
Teaming with MIT, Stanford, Oxford and others, Nissan has already outfitted Leaf EVs with the Autonomous Drive (Nissan's brand name for the tech), a suite of new technologies developed from the brand's existing Safety Shield technology. The current iteration of Autonomous Drive uses the Around-View Monitoring system and laser scanners to analyze the environment, while artificial intelligence systems have been installed to help navigate and operate in a changing environment.
While it's easy to say that Nissan will bring the technology to market within the next six or seven years, it's more difficult to say at what price Autonomous Drive will be available. Most remarkable about all of this is Nissan's claim that self-driving cars will be both commercially viable and available at "realistic prices for consumers." It's expecting Autonomous Drive to be available across its range within two vehicle generations.

Nissan reveals the face of the new Qashqai

Last week Nissan revealed the first teaser image previewing its upcoming new Qashqai. That one was wearing a big sheet and showed us little other than its basic shape and a few highlighted details, but now the Japanese automaker has released the first undisguised-ish image of the new European-market crossover.
From the image above we can tell the new Qashqai will carry the familiar face of Nissan's latest crossovers well, with the U-shaped grille and angular LED accents in the headlamp clusters. The sharp creases in the hood also make it stand out as quintessentially Japanese, particularly in a crossover market where they can all start to look the same.
We'll have to wait just a few more days to see the full thing, with the reveal set for November 7, but Nissan also released a tidy infographic showing just how successful the outgoing Qashqai has been for it in the European market. Check it out below.

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.