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Ford exec reveals new F-150 Raptor packs 450 horsepower

Between the new GT supercar, Shelby GT350R muscle car and F-150 Raptor off-roader, Ford had quite the array of performance machinery on display at the Detroit Auto Show earlier this month. One thing it didn't reveal about any of the three, however, is how much power they'd pack, but a senior executive at the Blue Oval automaker has reportedly let the cat out of the bag when it comes to the Raptor. During a televised interview during the Rolex 24 at Daytona this past weekend, Ford's product development chief Raj Nair is said to have revealed that the new F-150 Raptor will offer 450 horsepower. That's pretty impressive from a 3.5-liter turbocharged V6, and would put the new Raptor out ahead of the 411 hp produced by the 6.2-liter naturally aspirated V8 in the previous SVT Raptor. That doesn't give us the whole picture, though, because in a vehicle this big especially, torque will play a huge factor. The outgoing Raptor offered 424 pound-feet of twist, and the existing 3.5-liter EcoBoost engine is already producing 420 lb-ft – so it seems fairly safe to assume the new Raptor will eclipse those figures as well, but we'll have to wait for official word to find out for sure. Related Video:

Ford celebrates 1 millionth Mustang built at Flat Rock

Yesterday, the Ford Mustang turned 49 years old, and Ford didn't miss the opportunity to celebrate the one millionth version of the Mustang rolling off the assembly line at the Flat Rock Assembly plant. Production of the Mustang at Flat Rock coincided with the fifth-generation design launching in 2004, and the one millionth car was the car shown above, a 2014 GT convertible painted in Ruby Red.
In total, Ford has sold more than 8.5 million Mustangs since the original car went on sale, but some of the key milestones over the car's nine years at Flat Rock include the Shelby GT-H, Bullitt, Boss 302 and, of course, the 662-horsepower Shelby GT500. Scroll down for a press release celebrating Flat Rock's milestone Mustang.

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.