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Ford readying Ranger-based Everest SUV?

Way back in August, we showed you a Ford concept for the Australian market called the Everest. Now, we can show you that work on the new Ranger-based SUV is well under way.
At this stage, it's still quite clearly a mule (note the misalignment of the front and rear doors), wearing the Ranger's front end and the rump of Ford's overseas Territory crossover. The wheelbase is shorter than a Ranger, according to our spy photographers, which strikes us as somewhat odd for a more passenger-oriented vehicle. Disc brakes should be fitted at all four corners, while the new SUV, which will almost certainly wear the Everest name, should sport a new rear suspension.
In terms of looks, we're expecting the Everest Concept to inform the appearance of the production model. Naturally, there will also be some interior tweaks, particularly around the dashboard, which is covered in these photos.

Jaguar design boss admits X-Type was a mistake

History has a way of repeating itself, especially in the auto industry. When Jaguar was owned by Ford, the British brand attempted to field a competitor for the BMW 3 Series, called the X-Type. Based on the bones of a Ford Mondeo, it aped the styling of Jaguar's flagship model, the XJ, while borrowing liberally from the Ford parts bin. That was 2001.
Now, in 2013, Jaguar is planning a new 3 Series challenger based on the platform previewed by the C-X17 Concept, while Ford is attempting to take the latest Mondeo upmarket. The moves have both brands recognizing where, why, and how the X-Type failed. "It didn't look mature or powerful or anything. It was just a car," Jaguar's current head of advanced design, Julian Thomson, told PistonHeads. Basing the X-Type on a front-drive car while giving it styling that was meant for a rear-driver lead to proportions that "were plainly wrong," Thomson told PH. Ford's European head of quality, Gunnar Herrmann, added that the X-Type was "a fake Jaguar, because every piece I touch is Ford."
For what it's worth, the X-Type's successor in the segment will sport rear-drive, with plenty of input from Ian Callum. Thomson described the new model, which would challenge the 3 Series as having, "Big wheels right to the ends of the car, low bonnet, short overhangs, very low cabins." Sounds good to us.

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.