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Autoblog senior editor Greg Migliore gives the highlights from the week in automotive news.

Ford also working on 200-mile EV to compete with Bolt, Model 3

The Chevrolet Bolt is on a lot of people's radars. You may have even noticed friends and colleagues who harbor very little interest in the automotive world, or anything labeled as "green," who have taken notice of a 200-mile electric vehicle coming out of Detroit. Mass appeal is the idea, after all. You can include Ford in the list of interested parties, in this case with the intention of taking direct aim at the Bolt – and, by proxy, the Tesla Model 3 – with an affordable, long-range EV of its own. Ford will unveil its own long-range EV, positioned to compete with Chevrolet, later this year, according to Automobile. Details are very scarce about Ford's plans, but we do know that the Bolt (or whatever the Chevy all-electric hatchback will end up being called) is expected to offer over 200 miles of driving between charges, with a sticker price around $30,000. The other major player, of course, is Tesla's smaller, more affordable sibling to the Model S. The Model 3, also slated to go on sale in 2017, should cost less than $40,000. While Tesla has established itself in the EV world, another long-range EV out of Detroit would win some customers from the California-based startup. For now, though, we'll just have to wait, as Ford remains tight-lipped about its plans for the car. Automobile predicts a possible unveiling at the Los Angeles Auto Show in November, what with California's EV mandate being a driver of strategy for various automakers. Most can agree, though, that a larger field of options – while not ideal for backers of the Bolt or Model 3 – will only benefit the car-buying public. Related Video: Featured Gallery Chevrolet Bolt EV Concept: Detroit 2015 Related Gallery Chevrolet Bolt EV Concept News Source: AutomobileImage Credit: Copyright 2015 Sebastian Blanco / AOL Green Rumormill Chevrolet Ford Tesla Electric Future Vehicles Chevy Bolt ford ev

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.