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Check out Nissan's clever digital Smart Rearview Mirror

Using cameras in place of a car's rearview mirrors has long been a feature of pie-in-the-sky concept cars, although so far, it's failed to translate into the world of production vehicles. Nissan is looking to change that, though, with its new Smart Rearview Mirror.
With a flick of a switch, drivers can jump back and forth between what they'd normally see through the rearview mirror and the camera's feed from the back of the car.
The Smart Rearview Mirror blends everything we know about traditional reflective glass mirrors with a video feed from the rear of the car into a form factor that's immediately recognizable to the average motorist. With a flick of a switch, drivers can jump back and forth between what they'd normally see through the rearview mirror and the camera's feed from the back of the car. The mirror itself features an integrated LCD display with a four-to-one aspect ratio.

Nissan NV200 taxi goes on sale in NYC while mandate still being figured out

Cab drivers in New York City may not be mandated to purchase the Nissan NV200 "Taxi of Tomorrow" per the orders of a Supreme Court Judge, but that isn't stopping Nissan from beginning sales of the bright yellow people movers.
Speaking to Automotive News, Howard Koeppel, a Queens-based dealer said, "We just got them about three days ago, and we've sold five to individual operators. They're good cars." A fully loaded example of the Mexican-built taxi is priced at $29,700, and are due to officially begin service on October 28.
The NV is meant to be the go-to vehicle for NYC cabbies, mandated by the Taxi and Limousine Commission, although the process of switching over the city's 15,000 cabs has been ensnarled by legal proceedings virtually since the word "go."

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.