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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.

GM details CEO Mary Barra's pay, contacts with investor David Einhorn

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Ford 1.0L EcoBoost 3-Cylinder: Autoblog Technology of the Year award finalist

As the old saying goes, "There's no replacement for displacement." But these days, many automakers are launching powerful, downsized engines that offer similar or better power output than their predecessors, all while offering improvements in fuel economy and emissions. These days, we're seeing automakers replacing eight-cylinder engines with turbocharged sixes, and the naturally aspirated six-cylinder motors are being phased out in favor of potent turbo fours. But Ford has gone even smaller, offering a three-cylinder, turbocharged engine with one single liter of displacement.
Sure, three-cylinder engines aren't anything new - they've been offered around the globe for ages. But Ford's EcoBoost 1.0L powerplant is perhaps the best application the Autoblog team has tested. Gone are the triple-cylinder complaints of yore - this engine doesn't sound anemic or buzzy, and there's healthy power output on tap. In fact, compared to the 1.6-liter inline-four that Ford also offers in the Fiesta, the 1.0-liter is more powerful, while boasting an impressive 45 miles per gallon on the highway.
This engine has already received numerous accolades, including winning the International Engine of the Year award in 2012, 2013 and 2014. The 1.0L EcoBoost will be available in the refreshed 2015 Ford Focus here in the US.