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Consumer Reports says these are the worst new cars of 2014

Consumer Reports has announced its annual list of worst vehicles, a cringe-inducing contrast to its list of top vehicles. Ignominiously leading the way in 2014 is Chrysler, which has a staggering seven models listed.
Jeep nearly sweeps the small SUV segment by itself, with its Compass, Patriot and 2.4-liter version of the new Cherokee, while the only midsize sedans listed by CR were the Chrysler 200 and Dodge Avenger. The new Dodge Dart and the Dodge Journey round out CR's condemnation of Chrysler.
Ford is taking heat as well, with the Taurus, Edge and their counterparts from Lincoln all listed as the worst vehicles in their respective segments. Toyota doesn't fare much better, with its Lexus IS, Scion iQ and tC also making the list.

Hands on with Ford Sync 3

It's kind of funny (not funny) how the infotainment systems in our vehicles seem to lag behind the consumer products in our pockets. Long after we had easy-to-use touchscreens on our phones, the glass panels in the center stack of our cars remained obstinately mired in the muck of technology past. We are happy to report it's getting better. We had a chance to go hands-on with the new Sync 3 system from Ford at a technology event. Not once were we struck by the urge to reach out and offer a bit of knuckled encouragement. The processors kept swiping smooth, and the voice recognition could understand even our mumbly mouthings. The voice prompts were certainly fewer and less frustrating than in times past. Ask for the nearest Indian restaurant, and it quickly brought up a list to choose from, ready to offer directions. Want to listen to NPR, just say the word. Sync 3 also improved its ability to get along with others, by which we mean it nicely integrates a range of apps from your phone and can incorporate their individual areas of expertise. With Pandora installed, we could ask for a particular playlist and it would begin streaming. If we wanted a certain artist, it would pull it from the phone's memory upon request. To get a sense of what how the new system functions, check out the video above for a quick look at the improved layout and a demonstration of its smoothness and smarts. To get a look at how it integrates with music streaming services, scroll down for a Pandora-centered Short Cut below.

Detroit and Silicon Valley: When cultures collide

Culture is a subject that rarely, if never, gets discussed when traditional auto companies buy — or hugely invest — in Silicon Valley-based companies. The conversation surrounding the investments is usually about how the tech looks appealing and how it's an appropriate step to move the automakers toward autonomy. Culture — the way things are done, the expectations, and the approaches — is something that is overlooked only at one's peril. The potential cultural gap is almost always evident in the obligatory photos of the participants in these deals, with is essentially a photo op of auto execs with their Silicon Valley counterparts. The former — rocking jeans and no ties — look like parochial school kids playing hooky. Don't worry: The regimental outfits will be back in place once they get back in the Eastern time zone. Consider what happened back in 1998 when Daimler bought Chrysler. First of all, there was a denial in Detroit that it happened. It was positioned as a "merger of equals." Which it wasn't. In any corporate situation, when one has more than 50 percent of the business, it owns the whole thing. And the German company was in the proverbial driver's seat. People who were around Auburn Hills back then kept their heads down and their German Made Simple books at hand. Things did not go well. Daimler had had enough by 2007, when it offloaded Chrysler to Cerberus Capital Management — which brought ex-Home Depot CEO Bob Nardelli into the picture, which is a story onto itself. But when you think about the Daimler-Chrysler situation, realize that these were two car companies (at least the Mercedes part of the Daimler organization), so they had that in common, and the language of engineers is something of an Esperanto based on math, so there was that, too. Yet it simply didn't work. It doesn't take too many viewings of HBO's Silicon Valley to know that the business people in that part of the world are far more aggressive than people who ordinarily head and control car companies in Detroit. About 20 years ago, a book came out about the founder of Oracle titled The Difference Between God and Larry Ellison* - and the asterisk on the book jacket leads to: God Doesn't Think He's Larry Ellison. It would be hard to imagine a book about a Detroit executive, even a book that had the decided bias that the tome about Ellison evinces, that would be quite so searing. Sure, there are egos. But they are still perceived to be, overall, "nice" people.