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Ford Mustang Mach-E fails Sweden's moose test

The infamous moose test has claimed another casualty. This time it's the Ford Mustang Mach-E AWD Long Range, which was tested in an electric four-way alongside the Tesla Model Y, Hyundai Ioniq 5 and Skoda Enyaq iV (an electric utility vehicle closely related to the Volkswagen ID.4 that is sold in the United States). According to the Swedish testers at Teknikens Varld, Ford's electric car not only failed to hit the speed necessary for a passing grade, it didn't perform well at slower speeds, either. To pass the outlet's moose test, a car has to complete a rapid left-right-straight S-shaped pattern marked by cones at a speed of at least 72 km/h (44.7 miles per hour). The test is designed to mimic the type of avoidance maneuver a driver would have to take in order to avoid hitting something that wandered into the road, which in Sweden may be a moose but could just as easily be a deer or some other member of the animal kingdom elsewhere in the world, or possibly a child or car backing into the motorway. Not only is the maneuver very aggressive, it's also performed with weights belted into each seat and more weight added to the cargo area to hit the vehicle's maximum allowable carrying capacity. The Mustang Mach-E only managed to complete the moose test at 68 km/h (42.3 mph), well below the passing-grade threshold. Even at much lower speeds, Teknikens Varld says the Mach-E (which boasts the highest carrying capacity and was therefore loaded with more weight than the rest of the vehicles tested in this quartet) is "too soft in the chassis" and suffers from "too slow steering." Proving that it is indeed possible to pass the test, the Hyundai and Skoda completed the maneuver at the 44.7-mph figure required for a passing grade and the Tesla did it at 46.6 mph, albeit with less weight in the cargo area. It's not clear whether other versions of the Mustang Mach-E would pass the test. It's also unknown if Ford will make any changes to its chassis tuning or electronic stability control software, as some other automakers have done after a poor performance from Teknikens Varld, to improve its performance in the moose test. Related video:

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.

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.