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Former Treasury boss unaware auto task force fired GM's Wagoner

We dig a good political tell-all every once in a while (how else will we get our political fix while waiting for House of Cards' third season?). Today, we get just that from former Treasury Secretary Timothy Geithner's new book, "Stress Test," which details, among other parts of the 2009 financial catastrophe, the structured bankruptcy that allowed Chrysler and General Motors to emerge as competitive players in the auto industry.
In the book, which is nicely recapped by The Detroit News, Geithner discusses the firing of GM CEO Rick Wagoner while explaining how much trust he had in the auto industry task force that executed the move without his knowledge.
Auto Czar Steve Rattner "didn't even consult me before he fired General Motors CEO Rick Wagoner; if anything, that move increased my confidence in Team Auto," Geithner wrote.

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.

Hyundai-Kia claims 'greenest' title from Honda, Big Three still big losers

Let's start with the good news. On average, any new car you buy in the US today will be 43 percent cleaner than any average new car in 1998. Here's some more good news, for Korea anyway, Hyundai-Kia has been named the cleanest automaker in the latest study by the Union of Concerned Scientists (UCS), which looked at 2013 model year vehicles sold between October 2012 and September 2013 from the top eight automakers (by volume). The bad news? The big three Detroit automakers are, on average, still making the dirtiest cars in the showroom. The big three Detroit automakers are, on average, still making the dirtiest cars in the showroom. The problem for Ford, General Motors and Chrysler lies in their trucks, which sell well but tend to have pretty bad fuel economy (compared to sedans, at least). The UCS calculates its list by averaging "the per-mile emissions for each light-duty vehicle sold by each automaker" and then factors in "the fuel economy, fuel type, and sales volume of each type of vehicle sold by each automaker" and "the upstream global warming emissions from producing and distributing the fuel used by each vehicle, as well as emissions from the vehicles themselves." That all means that, the more trucks you sell, the worse you're gonna do. Then again, the more trucks you sell with 18 mpg, the more you're helping drivers put CO2 into the air, so the UCS is doing a fair comparison of the things that this study is trying to track. More details on the methodology are available on page six of the study PDF. In case you were wondering (we were), UCS did make sure to use the revised mpg numbers for Hyundai and Kia models that were originally overstated. Hyundai has apologized for and fixed those figures and even with the new, corrected numbers, Hyundai's total emissions are dropping at a rate of about three percent a year, enough for it to take the greenest company title for the first time. In fact, this is the first time that an automaker other than Honda has come out on top in the UCS ranking, which has been released six times now, including the first one in 2000 (which looked at 1998 model year data). In 2010, Honda was almost knocked off the winner's perch by both Hyundai and Toyota, but managed to hold on. Chrysler, on the other hand, came in dead last (again) in the ranking of the top eight automakers, snagging the "dirtiest tailpipe" award once (again). Read the UCS' press release below.