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Infiniti installs Taisuke Nakamura as new design chief

The cubicles and corner offices at Infiniti HQ in Japan continue to change hands. Infiniti Global Design Chief Karim Habib, only in that position for about two years since leaving BMW in 2017, has left the Japanese luxury brand "to pursue other opportunities." In his place, Nissan has elevated Taisuke Nakamura, a 26-year company veteran who is currently Nissan's program design director responsible for global design strategy, and concept car and production vehicle design. Nakamura has a stout design resume in service to both Nissan and Infiniti, having worked on the Qs Inspiration sedan concept (above) shown at the Shanghai Motor Show in April, the QX Inspiration crossover concept shown at the Detroit Auto Show this year (below), and the Prototype 10 speedster concept revealed at Pebble Beach last year (bottom). All of those were electric concepts, making Nakamura the point man for Infiniti's push into electric vehicles and hybrids, and the carmaker's introduction of a new design language. Last year, Infiniti said it would have a new EV on the market in 2021, as well as "e-Power" series hybrids with small battery packs charged by gas-powered generators.   Those EVs should fully embody the brand's new design DNA, seen initially in the recent concepts. The automaker said around the Qs reveal that the new "aesthetics are underpinned by Infiniti's desire to challenge convention and design cars which are engaging, enriching, enabling and enchanting – what the company calls its ‘4ENÂ’ approach to design." At the QX reveal in January, Habib said that as engineers made a "shift towards smarter, more compact and less intrusive powertrains, we were able to create an alternative form with flowing gestures, more engaging in character and more enriching in experience. With its long cabin, balanced proportions and muscular stance, the concept heralds in a new era for Infiniti models.” Infiniti said Nakamura takes up his post next week, Sept. 1, and will report to the same boss he has now, Alfonso Albaisa, Nissan's global design head. Aside from Habib, other top non-Japanese Nissan executives such as Daniele Schillaci, Jose Munoz and Trevor Mann have left the Japanese automaker in the recent past, since the arrest of Carlos Ghosn. The former chairman, who faces charges of fraud and misconduct, is awaiting trial in Japan over charges including enriching himself at a cost of $5 million to Nissan, Japan's No. 2 automaker.

Nissan reveals new Qashqai crossover for Europe

Between the Juke, Rogue, Murano, Xterra, Pathfinder and Armada, Nissan offers a wide variety of crossovers and SUVs in this market. And that's not even counting the trucks, vans and Infiniti crossovers. But in the European market, it all comes down the Qashqai. Not that Nissan doesn't offer other crossovers in Europe, it's just that the Qashqai has, since its introduction in 2007, accounted for the lion's share, with over two million sold globally (of which 1.5 million were in Europe). And now, after teasing it repeatedly, Nissan has introduced the all-new model.
Larger, sleeker, more advanced, more comfortable and more environmentally friendly than the model it replaces, the new Qashqai is designed in Europe, for Europe, and hits the market at the start of the new year. It's the first European model to be based on Renault-Nissan's new Common Alliance Platform that will eventually encompass three Nissan models and 11 Renaults built in locations around the world.
An array of gasoline and diesel engines, ranging from 110 to 150 horsepower, will be available in two- or four-wheel drive configurations, with either a six-speed manual or the type of continuously variable transmission which Nissan champions.

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.