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Renault COO Tavares dreams of running GM or Ford

What do you do if you're in a job with no upward mobility? Admittedly, most of us just stick it out while secretly hoping our boss is sacked for all those paperclips he's been swiping, netting us a nice, shiny promotion. Then again, most of us aren't the number two at Renault, like Carlos Tavares.
Tavares is the right-hand man to Renault CEO, Carlos Ghosn, and like a lot of us, he's ready for another challenge. As Ghosn is only 59 years old and doesn't have a boss to fire him for paperclip theft, though, it's pretty unlikely that he'll be going anywhere anytime soon. Tavares doesn't seem too concerned, based on an interview he gave to Automotive News. "We have a big leader and he is here to stay," Tavares told AN.
What's surprising is where Tavares wants to go, "Why not GM? I would be honored to lead a company like GM." The Renault exec also mentioned Ford, and as AN points out, both organizations make a lot of sense. Both are led by CEOs that are approaching or are already past retirement age, and should be looking for dedicated replacements in the not-so-distant future. That doesn't mean Tavares is a shoe-in, though.

These 'blind' automotive world record stunts have to stop

Drivers setting world records "blind" – wearing a blindfold or with something obscuring the windshield – is the new thing for some reason. First it was an Alfa Romeo Giulia setting a blind lap at Silverstone with help from a spotter trailing behind, and now this: a stunt man doing a J-turn within a narrow path with nothing but a Nissan Juke's cameras guiding him. He matched the "sighted" J-turn record, flipping the car around in a space about 7 inches longer than the car. I have two issues with these stunts. First, there are just too many world records. Yeah, I said it. Are these meaningful? Is someone else likely to ever attempt this feat? No, because it's just marketing, both for the manufacturer and whoever's still trying to sell those annual books. Stuff like the fastest production car is fine with me. Heck, I'll even take unofficial Nurburgring times – the kind where the drivers can actually see. Second, I'm all for stunts, but do something cool! And preferably something that could only be performed with that particular car, if you're going to make an ad out of it. Yes, the Juke has an Around View Monitor system, which stitches together feeds from four cameras to make it look like the car is being filmed by a drone hovering overhead. I happen to love 360-degree cameras – they let you see things that are just not visible from the driver's seat and make parking and low-speed maneuvering really easy. But the Juke isn't the first car to offer one, and the feature isn't even new to the car. Nissan was at least forthright enough to admit that this professional driver (on a closed course!) had a bunch of practice. But this really says more about his precision driving skills than about the car, or the camera. And just so we're clear, you really shouldn't try to park a car without looking out the windows, even if you have fancy cameras. So what's next? Pretty soon there will be a record for blindest blind stunt. Let me know when someone actually does something interesting. Related Video:

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.