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Amid Mulally rumors, Bill Ford praises company's deep bench

Bill Ford went on the offensive to combat the rumors that CEO Alan Mulally would leave Dearborn for Steve Ballmer's vacated position leading Microsoft, adding that even if the 68-year-old, former Boeing exec were to depart, the Ford executive team is in a good place.
"I'm happy [Mulally] is going to stick around. But we also feel really good about where we are in terms of succession," Ford told Bloomberg TV, according to Automotive News. Rumors first cropped up about Mulally leaving Ford when AllThingsD speculated that he was in the running, early last month. In that same report, which you can read here, Ford's board of directors reportedly okayed the CEO stepping down ahead of his planned retirement in 2014.
That opened the floodgates, culminating in a report from a few days ago that the rumors over Ballmer's successor just might be true. The story is especially troubling, as Ford hasn't had Mulally under contract, according to AN. "He's here as long as he and I would like it to happen," Ford said, "We're also cognizant of training the next generation and getting them ready to go as well."

2013 Ford Explorer Sport

When one speaks of sporty and fun-to-drive utility vehicles, few would put the Ford Explorer in the same category as the Jeep Grand Cherokee SRT8, BMW X5 or Porsche Cayenne. Yet, with just a few reservations, I'd toss the new-for-2013 Ford Explorer Sport close to that arena for consideration.
As a recap, the sportiest of Explorers is fitted with Ford's twin-turbocharged 3.5-liter Ecoboost V6, making 365 horsepower and 350 pound feet of torque. Acceleration is brisk (figure about 7 seconds to 60 miles per hour), as power goes to all four wheels through a six-speed automatic transmission. Contributing to its more athletic demeanor are larger front brakes, a sport-tuned suspension, chassis upgrades, quicker steering ratio and a more aggressive wheel/tire package. Cosmetically, the Sport is distinguished by its blacked-out lights, black trim and noticeable lack of chrome (with the exception of the door handles).
Ford recently handed me the keys to a Ruby Red Metallic Explorer Sport. Rather than mindlessly drive the big seven-passenger all-wheel drive hauler in soccer mom circles around Los Angeles, I loaded up my family and embarked on a long weekend road trip to Yosemite National Park.

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.