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Nissan GT-R and Ferrari 458 Speciale in track battle by Evo

Supercar slayer. That's what they call the Nissan GT-R. And in many ways it is, even though its price and performance over the years have risen to put it squarely in supercar territory of its own right.
In fact, as Evo magazine has been compiling a list of its fastest cars - using the Anglesey Circuit in Wales as its common ground - the GT-R has came out on top... that is, until Evo tested the Ferrari 458 Speciale. The two are about as different as you can get within the supercar segment: one has a turbo six up front driving all four wheels in a 2+2 configuration, the other a mid-engined, rear-drive V8 two-seater. In fact the only common ground you're likely to find between them comes down to their two doors and dual-clutch transmissions. Though they serve it up in different ways, both are class-leading performers.
We're looking forward to watching Evo populate its leaderboard with more entries like the McLaren 650S and more potent Nismo GT-R, but in the meantime the British enthusiast magazine, by popular demand, has released side-by-side in-car footage of both supercars putting their best lap forward around the seaside circuit.

Alpine unveils N36 LMP2 car that will race in 24 Hours of Le Mans

This is the Alpine LMP2 competitor you'll see contesting European endurance races this year, including The 24 Hours of Le Mans in June. Parent company Renault showed off the N36 racer at its atelier in Paris, the blue and orange a switch from the yellow, black and white livery Alpine wore last time it was seen in Le Mans way back in 1978 when it won the race.
The team will be run by Signatech-Nissan and the chassis will be powered by a Nissan engine. Nelson Panciatici and Pierre Ragues will contest World Endurance Championship rounds throughout the year, they'll be joined by endurance and IndyCar veteran Tristan Gommendy for Le Mans and Paul-Loup Chatin as the team's reserve driver.
The Alpine N36 will get into its first test this week at Paul Ricard, then experience its first racing miles at the European Le Mans Series round at Silverstone on April 13. The press release below has the full scoop, the photos above have the past and present in high-res glory.

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.