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2022 New York Auto Show Roundup | All the reveals, reviews, pictures

NEW YORK — In case you missed it, the New York Auto Show took place this year after being canceled in both 2020 and 2021 due to Covid. A lot of manufacturers showed up in force, but not everybody did. No matter, we were there, and we brought you news, photos and scoops from the floor throughout the show. All of our New York-related stories can be found at our central hub here, but if youÂ’d rather just get a small taste of everything in a quick and digestible format, keep scrolling. 2023 Kia Telluride and its new X-Pro trim Kia revealed the TellurideÂ’s first major refresh at New York, and it makes the three-row crossover a little bit more desirable without screwing up what we liked about it before. ThereÂ’s a new X-Line and X-Pro trim for someone who might want a little more off-road capability, and a number of tech improvements. Most notably, a newly-designed dash features new and bigger screens. 2023 Hyundai Palisade The TellurideÂ’s sister car from Hyundai was treated to a similar refresh. Like the Telluride, Hyundai gave the Palisade a slightly revised look, a new off-road trim (called XRT in the PalisadeÂ’s case), more tech inside and a new dash design with full-width air vents. If we had to choose, weÂ’re a little more impressed with the TellurideÂ’s refresh, as a number of us on staff actually prefer the pre-refresh Palisade styling over the new one. 2023 Jeep Wagoneer L and Grand Wagoneer L This one was inevitable. Jeep revealed the longer, roomier versions of its Wagoneer and Grand Wagoneer in New York, and theyÂ’re designated with an “L” at the end of their names. Total length grows by a foot, and the wheelbase goes up by 7 inches versus the standard Wagoneer models. Jeep has essentially allocated all this extra room to the cargo area, as it now offers a staggering 44.2 cubic-feet of space behind the third row. Besides the L, Jeep announced that its new Hurricane inline-six engine would find its first home in the Wagoneer. Efficiency gets a small boost, and power is more than sufficient at either 420 horsepower (standard output) or 510 horsepower (high-output version) from the twin-turbo I-6. Chrysler Airflow Graphite Concept The Stellantis party continues with Chrysler and its slightly revised Airflow. Re-styled for the New York market after initially debuting at CES in Las Vegas, the Airflow Concept gets new paint, changed accent colors, a slightly changed interior design and a new interpretation of the Chrysler logo.

Auto Mergers and Acquisitions: Suicide or salvation?

We love the Moses figure. A savior riding in from stage right with the ideas, the smarts, and the scrappiness to put things right. Alan Mullaly. Carroll Shelby. Lee Iacocca. Andrew Carnegie. Steve Jobs. Elon Musk. Bart Simpson. Sergio Marchionne does not likely view himself with Moses-like optics, but the CEO of Fiat Chrysler Automobiles recently gave a remarkable, perhaps prophetic interview with Automotive News about his interest and the inevitability of merging with a potential automotive partner like General Motors. Marchionne has been overtly public about his notion that GM must merge with FCA. For a bit of context, GM sold 9.9 million vehicles in 2014, posting $2.8 billion in net income, while FCA sold 4.75 million units and earned $2.4 billion in net income, painting a very rosy FCA earnings-to-sales picture. But that's not the entire picture. Most people in the auto industry still remember the trainwreck that was the DaimlerChrysler "merger" written in what turned out to be sand in 1998. It proved to be a master class in how not to fuse two companies, two cultures, two continents, and two management teams. Oh, it worked for the two individuals at both helms pre-merger. They got silly rich. And the industry itself was in a misty romance at the time with mergers and acquisitions. BMW bought Rolls-Royce. Volkswagen Group bought Bentley, Bugatti, and Lamborghini, putting all three brands into their rightful place in both products and positioning. No marriages there, so no false pretense. Finally, Nissan and Renault got married in 1999. A successful marriage requires several rare elements in this atmosphere of gas fumes and power lust. But a successful marriage requires several rare elements in this atmosphere of gas fumes and power lust, the principle part being honesty. Daimler and Chrysler lied to each other. The heads of each unit, the product planners, and finance all presented their then-current and long-range forecasts to each other with less-than-forthright accuracy. Daimler was the far greater equal and no one from the Chrysler side enjoyed that. The cultures were entirely different, too, and little was done to bridge that gap. Which brings me back to the present overtures by Marchionne to GM. "There are varying degrees of hugs," Marchionne stated in the Automotive News piece. "I can hug you nicely, I can hug you tightly, I can hug you like a bear, I can really hug you." Seriously?

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.