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Lincoln electric SUV to use Ford-backed Rivian's 'skateboard' chassis

DETROIT — A battery-powered Lincoln SUV, due in mid-2022, will be the first Ford Motor Co. vehicle built on a custom electrified chassis that resembles a skateboard, which was developed by Ford-backed startup Rivian, according to several people familiar with the program. The all-wheel-drive Lincoln SUV could compete against Rivian's R1S, an electric sport utility vehicle slated to go into production in early 2021 that will be priced from $72,500. Both models will use Rivian's so-called skateboard, a flexible platform that combines electric motors, batteries, controls and suspension. On Tuesday, Ford declined to comment. Rivian did not respond to a request for comment. The new Lincoln, which carries the internal program code U787, also could compete with premium offerings from others, including General Motors Co <GM.N>, which plans to introduce at least two new electric SUVs by 2023, one for Cadillac and one that could revive the Hummer name, sources have said. Ford invested $500 million in Rivian this year and plans to help it begin production next year at a former Mitsubishi plant in Normal, Illinois. When Ford made the investment, it said it would use Rivian's skateboard to develop its own electric vehicle, but did not disclose details. It is not clear where Ford intends to build the Lincoln SUV, which will be among the first of several battery-powered utility vehicles planned for Ford's premium brand in North America and China, according to supplier sources familiar with those programs who asked not to be identified. Ford expects to introduce a compact Lincoln electric crossover in late 2021 or early 2022 and a mid-size companion in 2023, the sources said. The U.S. auto industry plans to invest billions of dollars over the next few years to build all-electric pickups and SUVs, sectors of the market that have been among the most profitable, especially for Detroit-based automakers. But analysts have questioned whether demand from consumers and commercial customers will come close to matching production. Founded in 2009, Rivian has raised $1.9 billion from investors, including e-commerce giant Amazon, which has ordered 100,000 electric delivery vehicles from Rivian. The first Amazon vans will be built in Normal and are to be delivered in 2021. Ford aims to sell an electric F-series pickup in late 2021, sources have said.

The next-generation wearable will be your car

This year's CES has had a heavy emphasis on the class of device known as the "wearable" – think about the Apple Watch, or Fitbit, if that's helpful. These devices usually piggyback off of a smartphone's hardware or some other data connection and utilize various onboard sensors and feedback devices to interact with the wearer. In the case of the Fitbit, it's health tracking through sensors that monitor your pulse and movement; for the Apple Watch and similar devices, it's all that and some more. Manufacturers seem to be developing a consensus that vehicles should be taking on some of a wearable's functionality. As evidenced by Volvo's newly announced tie-up with the Microsoft Band 2 fitness tracking wearable, car manufacturers are starting to explore how wearable devices will help drivers. The On Call app brings voice commands, spoken into the Band 2, into the mix. It'll allow you to pass an address from your smartphone's agenda right to your Volvo's nav system, or to preheat your car. Eventually, Volvo would like your car to learn things about your routines, and communicate back to you – or even, improvise to help you wake up earlier to avoid that traffic that might make you late. Do you need to buy a device, like the $249 Band 2, and always wear it to have these sorts of interactions with your car? Despite the emphasis on wearables, CES 2016 has also given us a glimmer of a vehicle future that cuts out the wearable middleman entirely. Take Audi's new Fit Driver project. The goal is to reduce driver stress levels, prevent driver fatigue, and provide a relaxing interior environment by adjusting cabin elements like seat massage, climate control, and even the interior lighting. While it focuses on a wearable device to monitor heart rate and skin temperature, the Audi itself will use on-board sensors to examine driving style and breathing rate as well as external conditions – the weather, traffic, that sort of thing. Could the seats measure skin temperature? Could the seatbelt measure heart rate? Seems like Audi might not need the wearable at all – the car's already doing most of the work. Whether there's a device on a driver's wrist or not, manufacturers seem to be developing a consensus that vehicles should be taking on some of a wearable's functionality.

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.