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Ford F-150, Toyota Tacoma top ASG list of most eco-friendly trucks

No one's going to confuse the massively popular Ford F-150 pickup truck with a green vehicle, but at least it performs well in an environmental sense when compared to its brethren. The Automotive Science Group (ASG) took on the odd (to us, at least) task of measuring which pickup trucks are friendliest to the environment and found that the big seller in the Blue Oval's flagship F-series came up big, while the Toyota Tacoma came up, well, slightly smaller. That's a good thing. Among the 245 light-duty trucks that ASG studied, the 3.7-liter V6-powered F-150 won ASG's award for full-size trucks for both regular and crew cabs. Meanwhile, the 2.7-liter Toyota Tacoma, with its fuel-economy rating of 23 miles per gallon combined, had smallest overall life-cycle carbon footprint and won ASG's two mid-sized categories. Finally, the Chevrolet Silverado won best all-around performance in the full-size extended-cab category. The ASG factored in eco-friendliness, price and social performance (which is measured by, "considering the rights of those charged with vehicle manufacture and assembly") to come up with its findings. Sales of Ford's F-Series trucks rose 8.4 percent last year to 74,592 units and accounted for more than a third of the total 2013 sales of Ford and its Lincoln unit. Check out the ASG's press release below. Truck Buyers Faced With "Eco" Options Galore Which 2014 full-size trucks warrant eco claims? 25 March 2014 [Santa Rosa, CA] – With a myriad of eco-branded trucks hitting the North American marketplace in 2014 – from Ford's EcoBoost and GM's EcoTec3 to Ram's latest addition, the EcoDiesel – the Automotive Science Group (ASG) was prompted to offer an objective, scientifically-based assessment to determine exactly which 2014 trucks actually earn their "eco" badge. According to ASG and the principles of ecological economics, a vehicle's eco-rating must be multi-faceted to include both environmental and economic considerations, and so the Group's proprietary rating platform – the Automotive Performance Index – does just that. Using a unique combination of vehicle data inputs that include conventional specifications as well as social, environmental and economic performance indicators, ASG's vehicle assessments empower consumers to make choices based on one's personal principles and financial requisites.

Company veterans promoted to set a course for the future of Ford

Ford on Wednesday named two company veterans to lead its auto and mobility businesses as the No. 2 U.S. automaker shifts its focus to autonomous vehicles and realigns its automobile portfolio. Joe Hinrichs was named president of Ford's automotive unit, and Jim Farley will be president, new businesses, technology and strategy, effective May 1. Both will report to Chief Executive Officer Jim Hackett. Hinrichs' goal will be a sustainable EBIT margin (earnings before interest and taxes) of at least 8 percent, Ford said. He'll have responsibility for all of Ford's global business units, and both the Ford and Lincoln brands. And he'll lead all of the automotive skills teams, from product development through customer experience. "Joe Hinrichs possesses the knowledge, experience and leadership to now take our Automotive business to world-class levels of product excellence, customer satisfaction, efficiency and financial performance," Hackett said. "As we enter a busy period for new product launches and further restructuring in underperforming markets, Joe's leadership in transforming businesses through focused execution will be key." Farley is charged with leading Ford's strategic transformation, in which it hopes to gain higher margins through smart/connected vehicles. He'll oversee corporate strategy, global data analytics, global partnerships, research and advanced engineering, including initiatives in smart mobility and autonomous vehicles. "Jim Farley's job is to drive us into the future, both strategically and operationally, from AVs to mobility experiences to leveraging AI and big data. Jim combines an innate feel for what customers want and need in vehicles and the ability to translate this into the vehicles and services of the future," Hackett said. Marcy Klevorn, president of Ford Mobility, plans to retire Oct. 1 after 36 years at Ford. Until then, she will report to Hackett in a strategic role. "I have asked Marcy to work with me and the senior team to accelerate our transformation," Hackett said. "Marcy's decades of experience working with many of the leading companies in the tech space as well as the work she has done with the transformation of Ford IT and the establishment of Ford Mobility gives her unique knowledge to drive these initiatives."

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.