1960 Chrysler New Yorker 2 Door Hardtop on 2040-cars

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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.

Junkyard Gem: 1983 Chrysler Cordoba

When we think of the Chrysler Cordoba, we think of the bloated, Corinthian Leather-equipped Malaisewagon pitched by Ricardo Montalban during the middle 1970s. That car lived on the Chrysler B platform, making it first cousin to the Duke Boys' 1969 Charger plus countless police vehicles in 1970s television shows. Following the downsizing trend of GM and Ford during the second half of the 1970s — and spurred along by certain geopolitical events plus a "too big to fail" government bailout — Chrysler moved the Cordoba onto the much smaller platform used by the Dodge Aspen and Plymouth Volare for the 1980 model year. Production of the smaller Cordoba continued all the way through 1983; sales of these mini-Cordobas were dismal, but I managed to find this final-year survivor in a junkyard near Pikes Peak. I'm pretty sure you could still get Corinthian Leather in the '83 Cordoba, but this car has the base-grade "Monterey" cloth-and-vinyl interior. Production of more modern cars based on the brand-new, front-wheel-drive K platform was in full swing by 1983, so the rear-wheel-drive Cordoba and its siblings (the Imperial and Dodge Mirada) got the axe after that year. American car shoppers could get the closely-related Chrysler Fifth Avenue, Dodge Diplomat, and Plymouth Gran Fury all the way through 1989, though. The sturdy-but-sluggish Slant-6 engine came as standard equipment in the 1983 Cordoba, but this car has the optional 318-cubic-inch (5.2-liter) V8, rated at 130 horsepower when new. Chrysler continued to put 318s (as the 5.2 Magnum) into new trucks all the way through 2003, and the Viper's V10 was based on this engine's architecture. These American Racing aluminum wheels (and their more prestigious Centerline competitors) were serious stuff back in the 1980s. Nowadays, 15" wheels are considered far too small to be worth grabbing at the junkyard, although I'm sure someone will grab these before the car gets eaten by The Crusher. This factory AM/FM stereo radio cost $109 when the car was new (about $290 in 2020 dollars). If you wanted the radio with cassette deck and digital tuning, the cost rose to $402 ($1,070 today). These days, even the most penny-pinching subcompacts get very nice standard-equipment audio systems with Bluetooth or at least an AUX jack for your phone. The padded landau roof succumbed to the elements years ago. Base price on this car started at $9,805 with the V8, or about $26,100 today.

EV cost burden pushing automakers to their limits, says Stellantis' CEO Tavares

DETROIT — Stellantis CEO Carlos Tavares said external pressure on automakers to quickly shift to electric vehicles potentially threatens jobs and vehicle quality as producers struggle with EVs' higher costs. Governments and investors want car manufacturers to speed up the transition to electric vehicles, but the costs are "beyond the limits" of what the auto industry can sustain, Tavares said in an interview at the Reuters Next conference released Wednesday. "What has been decided is to impose on the automotive industry electrification that brings 50% additional costs against a conventional vehicle," he said. "There is no way we can transfer 50% of additional costs to the final consumer because most parts of the middle class will not be able to pay." Automakers could charge higher prices and sell fewer cars, or accept lower profit margins, Tavares said. Those paths both lead to cutbacks. Union leaders in Europe and North America have warned tens of thousands of jobs could be lost. Automakers need time for testing and ensuring that new technology will work, Tavares said. Pushing to speed that process up "is just going to be counter productive. It will lead to quality problems. It will lead to all sorts of problems," he said. Tavares said Stellantis is aiming to avoid cuts by boosting productivity at a pace far faster than industry norm. "Over the next five years we have to digest 10% productivity a year ... in an industry which is used to delivering 2 to 3% productivity" improvement, he said. "The future will tell us who is going to be able to digest this, and who will fail," Tavares said. "We are putting the industry on the limits." Electric vehicle costs are expected to fall, and analysts project that battery electric vehicles and combustion vehicles could reach cost parity during the second half of this decade. Like other automakers that earn profits from combustion vehicles, Stellantis is under pressure from both establishment automakers such as GM, Ford, VW and Hyundai, as well as start-ups such as Tesla and Rivian. The latter electric vehicle companies are far smaller in terms of vehicle sales and employment. But investors have given Tesla and Rivian higher market valuations than the owner of the highly profitable Jeep and Ram brands. That investor pressure is compounded by government policies aimed at cutting greenhouse gas emissions. The European Union, California and other jurisdictions have set goals to end sales of combustion vehicles by 2035.