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Former Ford CEO Alan Mulally lands on Google board

Former Ford CEO Alan Mulally often referred to the Blue Oval as a technology company when he led the automaker. Now he'll be offering guidance to a different kind of technology firm: Google.
Mulally was appointed to Google's board of directors July 9, and late Tuesday, it was announced that he will serve on the company's audit committee. The veteran executive led Ford from September 2006 until he retired in June, succeeded by Mark Fields.
While Mulally will act as a board member - rather than in a managerial role - his presence adds credibility to Google's recently announced plans to produce an autonomous car. The ambitious program calls for 100 prototypes to begin testing later this summer. Production of the car is rumored to be in collaboration with a Detroit area performance company, Roush.

Reborn Ford Escort could make its way to Europe

The Ford Escort concept just unveiled at the Shanghai Motor Show was created with the Chinese market in mind, but it's got people talking all over the world. Not purely fancy, the point of the Escort concept was to give Chinese buyers a preview of what they could expect to see in a Ford showroom in the near future. If Ford wasn't seriously considering the new Escort for other countries, a report in Auto Express indicates that the concept's reception has changed all that.
No less than the incoming chairman of Ford UK said "it could work in other places," bolstering the comments of "a senior Ford insider" who said the question of bringing the car to Europe to slot in underneath the Focus had been raised. That's a long way from anything of the kind happening, which would require Ford to figure out how to sell it for the right price and not torpedo the company reputation among Euro buyers. In any case, we'd be as intrigued as anyone if an Escort resurrection created the next 'who knew?' market segment of few-frills transportation offered by non-Asian carmakers.

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.