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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.

J Mays retiring from Ford design, succeeded by Moray Callum

Ford's highly influential head of design, J Mays, has announced that he'll be retiring from his position after 33 years in the industry, 16 of which were at the Dearborn, MI-based company. Upon departure, he'll be succeeded as group vice president of design by Moray Callum. If that last name sounds familiar, yes, he's the brother of Jaguar's Ian Callum.
It's difficult to explain just how big of a role Mays had on not just Ford's design over the years, but on the entire industry. Before heading to Dearborn, Mays worked for Audi, BMW and then Volkswagen, where he was involved in concept cars that paved the way for design icons like the first-generation Audi TT and the Volkswagen New Beetle. As for his Ford resume, it's extensive.
Mays joined the company in 1997 as design director for Ford, Lincoln, Mercury and Mazda, as well as the Premier Automotive Group (Volvo, Land Rover, Jaguar and Aston Martin). He was heavily involved in the Ford Fusion, Focus, Fiesta, Taurus, F-150 and Mustang, while also contributing to concept cars like the Atlas, Evos, 427, Forty-Nine, Shelby GR-1, Lincoln MKZ and the MKC.

Toyota hangs on to title of world's largest automaker for first half of 2013

General Motors and Ford can have all the success they please, but it doesn't seem like America's two largest manufacturers are going to topple Toyota in the first half of 2013. According to Reuters, Toyota moved 4.91 million vehicles in the first six months of 2013, representing a 1.1-percent drop from the same period in 2012.
GM is on the rise, though, with a four-percent increase in global sales, to 4.85 million. Volkswagen, still sitting in third, saw a 5.5-percent jump to 4.7 million vehicles in the first half of 2013.
If this pace continues for Toyota, it'll finish 2013 in the top sales spot for the second year in a row. The manufacturer fell to third, behind GM and VW, in 2011 after earthquakes and tsunamis ravaged its production capacity.