2003 Ford F-150 Supercrew Xlt on 2040-cars

Auto blog

Ford will build Hackmobile out of Transit Connect Wagon

What you see in the above image is a rendering of the Hackmobile Transit Connect Wagon. What is that? It's a "mobile fabrication and hacking unit" that includes tools for metal- and woodworking, 3D and electronics fabrication, a three-axis CNC machine called "The Fabber," a video projector and screen, an air compressor, an 84x48-inch work surface that folds out like a Murphy bed and oh so much more. When not in use, all of the implements fold neatly into the back of Ford's award-winning van.
But perhaps the more important question is why is that? Because Make Magazine held an Ultimate Maker Vehicle Challenge in conjunction with Ford in which ten teams created were charged with creating "the ultimate Ford Transit Connect Wagon for the do-it-yourself enthusiast." Team Twin Cities Maker won the competition with the Hackmobile, and in addition to winning $10,000, Ford has declared it's actually going to build the thing - which is great, because if they can actually engineer a road-legal Hackmobile Transit Connect Wagon as envisioned, the inevitable A-Team movie reboot might need to think about including it.
Check out the video below for a cheeky walk-through of the Hackmobile, and get all the particulars in the press release below that.

Ford reveals all-new Everest SUV at Asia-Pacific forum [w/poll]

While the Explorer may have shifted from a truck-based sport-ute to a car-based crossover, Ford still offers buyers on the other side of the Pacific a Ranger-based SUV in the form of the Everest. And at the Asia-Pacific Economic Cooperation (APEC) Summit in Beijing today, the Blue Oval revealed the all-new version you see here.
Previewed in concept form over a year ago and made specifically for the Asia-Pacific market, the new Ford Everest is designed to be more refined on the road and more capable off of it. Like the Explorer once was, the new Everest is based on a stretched version of the overseas Ford Ranger pickup. Depending on the specific market, Ford will offer the new Everest with a range of engines including a 2.0-liter EcoBoost turbo four and two Duratorq turbodiesels - a 2.2-liter four and a 3.2-liter inline-five - mated to a six-speed automatic transmission.
Earmarked to take on the likes of the Toyota Land Cruiser Prado (known in these parts as the Lexus GX) and the Jeep Grand Cherokee, the new Everest promises rock-crawlers even better off-road capabilities. It's got nearly nine inches of ground clearance, over 30 inches of wading depth, a 29-degree approach and 25-degree departure angles and a set of features including on-the-fly adjustable four-wheel drive.

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.