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Jay Leno is far beyond driven in his 1971 Pantera

Perhaps it's fitting that the band Pantera is known for its heavy metal music, because the DeTomaso Pantera is the automotive equivalent of a metal album. It's short, aggressive and makes a mean sound. It doesn't mess around either, with a Ford 351-cubic-inch (5.75-liter) V8 sending mountains of torque to the rear wheels. This week, Jay Leno takes us on a detailed tour of his '71 to show why it rocks.
There's a regular format to Jay Leno's Garage. It starts with Jay and maybe a guest taking a look at the car and talking about its history, and then they take it out on the open road. However, this video is practically a Pantera buyer's guide. Jay is adamant from the start that the last thing anyone should own is a stock example. To remedy this, he and his guest, the editor of the Pantera Club magazine, take viewers to school about some of the ways to turn them into even better performance machines.
No matter what you do to it, though, the Pantera requires that the driver adapt to it, not the other way around. For example, Jay isn't a big guy by most standards, but he has to cram himself into the cockpit with his shoes off and shirt partially unbuttoned just to go for a drive. Still, once out on the road, it all makes sense with that rumbling V8 and those Italian supercar looks. Scroll down to watch and learn a lot more about this uncompromising '70s performance car.

Jaguar design boss admits X-Type was a mistake

History has a way of repeating itself, especially in the auto industry. When Jaguar was owned by Ford, the British brand attempted to field a competitor for the BMW 3 Series, called the X-Type. Based on the bones of a Ford Mondeo, it aped the styling of Jaguar's flagship model, the XJ, while borrowing liberally from the Ford parts bin. That was 2001.
Now, in 2013, Jaguar is planning a new 3 Series challenger based on the platform previewed by the C-X17 Concept, while Ford is attempting to take the latest Mondeo upmarket. The moves have both brands recognizing where, why, and how the X-Type failed. "It didn't look mature or powerful or anything. It was just a car," Jaguar's current head of advanced design, Julian Thomson, told PistonHeads. Basing the X-Type on a front-drive car while giving it styling that was meant for a rear-driver lead to proportions that "were plainly wrong," Thomson told PH. Ford's European head of quality, Gunnar Herrmann, added that the X-Type was "a fake Jaguar, because every piece I touch is Ford."
For what it's worth, the X-Type's successor in the segment will sport rear-drive, with plenty of input from Ian Callum. Thomson described the new model, which would challenge the 3 Series as having, "Big wheels right to the ends of the car, low bonnet, short overhangs, very low cabins." Sounds good to us.

What next for Alan Mulally?

Alan Mulally has emerged as a hero when it comes to American manufacturing. He came to Ford in 2006 after serving as head of Boeing's commercial aircraft division, streamlined operations, sold off the costly elements of its Premier Automotive Group and saved Ford from having to be bailed out by the federal government like its cross-town rivals Chrysler and General Motors did. But as we reported mere days ago, he's widely expected to step down from the chief executive's office at Ford shortly.
So what's next for one of the most successful executives in the business? Hard to say, but don't expect Mulally to disappear into retirement. Though he didn't ultimately take the top job at Microsoft, industry insiders expect to see him in another influential position - likely as a board director or even chairman of another company. (We say "another company" and not Ford because while Bill Ford may have stepped aside as CEO to bring Mulally on board in the first place, we don't see him giving up his chairmanship of the board also.)
Mulally has likely already lined up his next move, and could either announce what that move will be as soon as Ford confirms Mark Fields as his successor, or could wait awhile. Insiders speculate that he could leverage his transportation and aerospace experience into a position at General Electric or a major airline, his manufacturing expertise to benefit a company like Procter & Gamble or his management skills at a consultancy firm.