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Ford sued by Versata over alleged software trade secret theft

Automakers are routinely subject to intellectual property and patent disputes, whether over design similarities or pieces of tech. Ford is now facing a lawsuit for alleged IP theft over a piece of software from a company called Versata, and the business wants $1 billion from the Blue Oval for the violation. With such huge amount of money at stake, the legal situation is already getting complicated. According to The Detroit Free Press, Versata's software is designed to help automakers improve product development by making sure all of a car's countless components work together. The company and Ford had a contract for the system for many years, and they were negotiating an extension at the end of 2014. However, the deal fell through, and the Blue Oval ended the two business' arrangement. Making the legal situation especially tricky is that Ford developed and patented its own software for the same task. The automaker then filed a lawsuit in Michigan to have the court check whether the program violated Versata's IP, according to The Detroit Free Press. Later, the software company registered a lawsuit in Texas and alleged the Blue Oval stole proprietary code. Versata has asked for an injunction against Ford and restitution. "Ford's patented software does not use or infringe any Versata intellectual property and Versata has provided no basis for their claims against us," the automaker said in a statement to Autoblog. "We are confident that we will ultimately prevail in this case and we look forward to the opportunity to present our evidence at trial." With both sides in dispute, that leaves Ford pushing for a hearing in Michigan and Versata for Texas. According to The Detroit Free Press, it could be at least a year before a trial, if not longer. Of course in the meantime, the two sides could conceivably reach a settlement, and the whole issue would disappear.

Ford readying three-row Edge for China

The next-generation Ford Edge will be available with quite a growth spurt for its debut in China next year, with newly announced plans also to build and sell a three-row version exclusively in the People's Republic. However, markets outside of there likely won't see the larger model. Ford marketing boss (and future head of Ford of Europe) Jim Farley announced the three-row version of the crossover at the Los Angeles Auto Show, according to Automotive News. To create the extra room, Ford made the Chinese-built variant about 16 inches longer than its two-row counterpart. Farley didn't specify at which of the Blue Oval's plants in the country this model would be assembled. The Explorer and forthcoming Everest already offer three rows from the Ford lineup in China, but the company thinks the market can easily support all of them. According to Farley to Automotive News, the utility segment is up 485 percent in the country since 2008. Customers in the US can still look forward to the two-row Edge hitting dealers early next year. It'll be the first model in the Blue Oval's lineup here to come standard with EcoBoost power.

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.