Archive for October 25th, 2010

25 October
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50 Years On, Jaguar’s Sexy C-Type Still Seduces

People have asked us why we post automobile happenings, and the answer is really, because the automobile is one of the premiere examples of human experiences that we can find. Since Valve is in the business of architecting highly emotional and extremely usable experiences for our clients, we just want to remind people that we are watching and learning from a variety of human experiences that we all encounter, every day. Enjoy.

The firm that would become Jaguar Cars Limited was founded in 1922 by two young British entrepreneurs, one of whom later would be knighted. In the decades that followed, the company’s fortunes would wax and wane, its fast, sexy cars dogged by issues of quality and public perception.

This wasn’t always the case. In the early 1950s, there was a period when Coventry seemed incapable of failure — when its street machines were strong, quick and beautiful; its racing cars were gorgeous champions; and its financial well-being was secure. From this period came a handful of legendary cars.

Among them was the Le Mans-winning XK-120C, or C-Type. Just over 50 were built between 1951 and 1953, all intended for competition. They are widely regarded as one of the most beautiful British cars ever made, and even the tattiest example will set you back hundreds of thousands of dollars. Good ones can command millions.

I recently had a chance to ride in a C-Type. My life will never be the same.

A 1948 Jaguar XK-120, the C-Type’s predecessor and the car that put Jaguar on the performance map.

Like all great cars, the C-Type has its roots in a good story. In the late 1940s, Jaguar was a solid, moderately successful car company. Its XK-120 roadster, a sleek missile introduced in 1948, had jump-started sales. It offered a remarkable (for the era) top speed of 120 mph — hence the name — and sexy bodywork so refined and futuristic it may as well have fallen from the moon. No manufacturer, domestic or European, offered anything like it.

The Jaguar C-Type of Duncan Hamilton and Tony Rolt passing under the Dunlop bridge at Le Mans in 1953. The car won the race.

Unsurprisingly, the XK-120 had a knack for winning races. At the 1950 running of the 24 Hours of Le Mans, a near-stock example driven by Leslie Johnson ran as high as third before retiring due to a broken clutch. Johnson’s car wasn’t the only Jaguar in the race — another 120 finished the French classic, albeit in 12th place — but it had been watched closely by two very important men. One of them, William Heynes, was Jaguar’s chief engineer. The other, William Lyons, was Jaguar’s co-founder.

The two men were spurred to action. With little precedent — Heynes once said that, until the ‘50 Le Mans, he had “never seriously contemplated designing a competition car” — they decided to go racing. And they decided that they were going to win Le Mans in 1951.

The car is the closest thing we will ever create to something that is alive.  —William Lyons

Starting with little more than an XK-120’s driveline and a clean sheet of paper, Heynes drew a tour de force. The tube-framed pinup that appeared on the Le Mans grid one year later was dubbed the XK-120C, for Competition, or C-Type for short. Three C-Types started the French endurance classic in 1951, and while only one finished, it did so in first place, a whopping 77 miles ahead of the next closest car. Over the next decade, Jaguar would win Le Mans five times.

As racing cars go, the C-Type’s guts were relatively ordinary. The four-speed transmission, independent torsion-bar front suspension, and 3.4-liter, twin-cam straight six were borrowed from the XK-120. The driveline was shoehorned into a tubular steel frame, and everything was cloaked in a Malcom Sayer-designed, hand-beaten aluminum body.

If Sayer’s name sounds familiar, it’s because he would later pen Jaguar’s legendary D-Type, E-Type, XJ-13 and XJ-S. The man had an eye for pretty.

Judicious tuning bumped power from the 120’s 160 hp to around 200 hp — later C-Types would produce as much as 260 — and, free of carpets, a windshield, or other creature comforts, weight dropped to around 2100 pounds.

The C-Type’s engine, a 3.4-liter, dual-overhead-cam straight six, was essentially a modified version of the production XK-120 mill. Twin SU carburetors (the two towers at upper right) fed high-lift cams and a Harry Weslake-improved cylinder head.

“It was a big moment. I was just in awe of the C-type when I first stepped into it. The steering was light — almost scary light. It was the first car I ever drove that had a really precise feel about it. It really felt like a racing car.”  –American Formula 1 Champion Phil Hill

The C’s elegant nose is one hand-hammered panel. It pivots forward like a clamshell. The svelte grille echoed contemporary Jaguar street cars.

In many ways, the C was a landmark. At a time when companies like Ferrari were attacking the speed problem with ever-rising horsepower and displacement, bludgeoning the wind into submission, Jaguar focused on aerodynamics and reduced drag. The C-Type broke speed records (first car to average over 100 mph at Le Mans, 1953), it marked the first use of disc brakes in competition (1953 again), and, in the hands of privateers, it proved to be one of the most competitive and well-rounded sports-racing cars of the 1950s. It was also the last world-class racer that could truly do double duty. If you had the means and the talent, you could drive your C to any race in the world, compete for the win, and then drive home again.

And it was, lest I repeat myself, so pretty it hurt.

What we have here is not just one of the most beautiful cars ever built. This is one of the most beautiful things ever built. Period, end of sentence. To stand in front of a C-Type and gaze into its undulating curves and fluid, muscular haunches is to gaze at a masterpiece. This is the Mona Lisa’s arched smile, Beethoven’s Ninth Symphony, and the Sistene Chapel rendered in hand-crafted aluminum. It is a study in contradictions: Sexy but brutish, lithe but masculine, simple yet complex. And impossibly, almost heartbreakingly beautiful.

So yes, I got to ride in one. As part of Jag’s 75th  anniversary celebration (the company marks its founding as 1935, the first year the Jaguar name was used on a production vehicle), the cats from Coventry hauled out a few of the cars housed in the nonprofit, state-owned Jaguar Daimler Heritage Trust. One of those cars, British registration number NDU 289, was XK-120C chassis 45. On a cloudy day in Gaydon, England, at Jaguar’s proving-ground test track, I sat passenger while a white-haired British man woke the beast.

At a time when the average family sedan struggled to top 80 mph, the Jaguar lapped Le Mans at 100-plus-mph average speeds. Note counterclockwise tachometer.

The starting procedure is simple, essentially like rousing the world’s randiest Camry: Ignition on. Wait for the fuel pump to prime the lines. Foot off the throttle. Push the starter button. Wait for unholy crackling sound to split your brain open. Lather, rinse and repeat, as time and bank account allow.

The C’s cockpit, all bare aluminum and steel tubing. It’s narrower (and hotter) than it looks. Photo: Sam Smith/Wired.com.

Here’s the thing about a C-Type’s muffler: It doesn’t exist. A short, stubby pipe pokes out of the car’s left rocker panel, roughly two-and-a-half feet below the passenger’s — all C-Types are right-hand drive — ear, and if it has any muffling baffles in it at all, you wouldn’t know it. When a C lights off, the world goes out of focus. Your ears, bludgeoned by three-and-a-half liters of mid-century British explosion, simply give up and refuse to hear anything else.

“We’re going to have to let it warm up a bit,” shouts my driver. I am not allowed to drive the car myself because A) it is owned by the British people, and I am not one of them, and B) it’s worth more money than I make in ten years. I have no problem with this. We pootle around, careful to not lug the engine, as the coolant warms. I smell leather and leaking oil. Bare aluminum and painted steel tubes fill the cockpit; a short, stubby gear lever pokes out of the center console, and a cereal-bowl-sized tach and speedometer live in front of the driver. There’s a hole in the floor where I can see the pavement whiz by. We pass a bus stop, gargling and crackling along in third, and two grade-school kids waiting there look at me like I’m wearing a hat made of Margaret Thatcher’s face.

Leaving Jaguar’s Gaydon, England proving grounds. Photo: Sam Smith/Wired.com.

“It doesn’t like running slow,” shouts driver. I nod, or maybe just twitch uncontrollably from the noise.

And then he nails it.

For the most part, I don’t remember most of the important moments in my life. I can recall the monumental ones, of course — meeting my wife, the day I got married, and so on — but everything else, from birth to graduation and all other points, eventually fades away. But I will never, ever forget this. At full basso roar, a C-Type Jaguar sounds like hell’s own blender. Each and every cylinder’s firing comes smack out of that rocker pipe and hits you in the chest like an anvil. It’s a cross between Unholy Gatling Gun of God and Who Put Led Zeppelin Turned Up To Eleven in My Nuclear Bomb Test?

On the road. Photo: Sam Smith/Wired.com.

Because my driver is a nice man, a kind man, a gentle man, he does this repeatedly, and I cannot stop grinning. I begin to laugh uncontrollably, the car bounding down the road in manly, angry leaps. We blast past ordinary traffic just to watch soccer (football? cricket?) moms swerve as they get hit with the C’s wash. The trees go all blurry. My driver is unperturbed, but I can’t stop giggling. This might, I think, be the best thing ever.

XKC.045, “my” C-Type, is one of the later production cars, a customer vehicle delivered on April 9th, 1953. It is now painted British racing green, but it was originally red, and unlike the 1953 factory cars, it features drum brakes and SU, not Weber, carburetors. The Italian driver Tadini entered it in the 1953 Mille Miglia but crashed out, and while the damage was repaired, the car has never been restored. As such, it sports a fascinating patina, the kind of well-worn, lived-in look you only find on much-loved old cars.

The Jaguar Daimler Heritage Trust bought 045 in 1983. People who should know claim that “runner” C-Types — decent drivers with less-than-perfect cosmetics and no real competition history — can be had for as little as $700,000. This is, in case you needed reminding, more than twice the cost of a nice house in the midwestern United States. For reference, it’s also several hundred thousand dollars more than it would take you to buy many other iconic cars. Original Shelby Cobras, for example.

In light of what you get, it seems like a bargain. Jaguar may never again reach the heights that it hit in its ’50s and ’60s heyday, and just under a million bucks seems like a small price to pay for one of the most amazing crossroads of technology and beauty ever created. Expensive, as it so often is, is relative.

Pardon me while I buy a hundred lotto tickets, sell a kidney or two, and go rob a bank. If there was ever a reason to be rich as hell, the C-Type is it.

The author, stone deaf and deep in the throes of an exhaust-note-inspired freak-out. Photo: Sam Smith/Wired.com.

Photos: Jaguar Cars Ltd., except where noted.

See Also:

Via Wired Autopia: http://www.wired.com/autopia/

25 October
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Start From Nothing 2011

Start Line

In November, 2008, I wrote if I started today. This post is partially an update to that, and partially a new view based on what I’ve learned over the last few years. It presumes that you have control of most of the elements. (And you do).

My Goal – Build a Sustainable, Relationship-Minded Business Platform With Growth/Reach In Mind

If you don’t start with a goal, you have nothing. If I started from nothing, goal is always first. No matter what business I wanted to start, this would be the model: sustainable (I make money), relationship-minded (I grow partnerships and empower those who touch my business), platform (it’s never going to be a one-trick pony), with growth/reach in mind (media and networking matters).

With me?

The Base of My Platform

No matter what business I’d start, there would be three baseline elements:

  • Site
  • List
  • Media

My site could be a blog, could be an ecommerce site, could be whatever, but if I have no web presence, I have no business. If the business is local, then I’d enact all the local technologies to put my site on Google Local and Facebook Places and into the geoweb. The site is first on my mind and it has to be useful to my community, full of ideas with handles (ideas that people can use for themselves with or without a purchase), and something that others will want to reference.

My list is simply a database and email reach so that I can keep specific relationships in mind. I can touch people and deliver to them that which is of value to both of us. I can be as specific as social client relationship management (SCRM) tools can inform me. The list is everything. Jeff Pulver told me in September 2006, “You live or die by your database.” I wrote about it in Trust Agents. I talk about it as often as people will let me. Without a list, there’s no business for me, no matter what the end goal of the business ends up being.

Media is a fancy way of saying stories and connections. I want networking. I want coverage. I want stories. If I were building something to sell products into a lakefront community, then I’d have a news source that gave those people useful information, that shared each others’ stories, and that promoted the community who would use those products. I build media in lots of ways, from direct human connections, from telling stories digitally, from video and what-not. You’ve caught on that the technology specifics don’t matter as much, right? In fact, I’d want a mix no matter what. I’d want print sometimes, or geo-media sometimes, or heavy video other times. That’s not the point. It just has to be part of the mix.

Homebases and Outposts

This hasn’t changed from my earlier planning. My site and my list are my home base. Things like Twitter and Facebook and LinkedIn are outposts online. Things like local associations are outposts offline. Outposts are where you go to stimulate communications and to promote growth/reach. Outposts are “fishing where the fish are” instead of putting the line in the water where you happen to be. I want people to have my home base in their mind but I will do my first few transactions out in the outposts.

Does that make sense? I don’t “live” on these social networks, but I also don’t “live” on my home bases. I put the VALUE at the home base, and I put the INTERACTION on the outposts.

Value Feeding

If I want a relationship-minded network to work for my community, I have to deliver all the constituents of this community some kind of value. If you’re not finding reasons to show up, then why would you stay a part of my community? That’s the big goal behind value feeding.

Another way of thinking of this is as business karma. Every business I create from here on out has some version of “business karma” built into it. I started Escape Velocity because I wanted a place where I could showcase some brilliant minds doing excellent stuff (and I wanted to pretend I was one of them). My goal is to help develop those people’s business all while growing everything else that I’m doing.

Other ways I feed value are to throw events and projects that will help others. I did a job search webinar that people who subscribe to my free newsletter were invited to attend. The more I think of ways to feed value into my network, the more yield that network will have overall. The health of one’s network ties back to how much value you feed it.

Sustainability

In this case, I’m not talking about replantable crops when I talk about sustainability. I want business practices that sustain everyone involved. I want to put money in people’s pockets. I want to deliver value for the money I take from your pockets. I want the model not to be a transaction-and-leave, but a transaction-and-relationship. Every project I work on has an element of sustainability.

For your own projects, I implore you to think about those elements before you launch. Sometimes, just doing something for fun is a great thing. It’s always more creative to launch from a “we don’t really know what’s going to come of this” mindset. But if you have absolutely no view towards what the project is going to do to grow your efforts, then in my opinion, it’s a hobby. That’s not a bad thing, but you just have to accept that hobbies don’t pay the mortgage and go from there. (I have a few hobby projects.)

Network Extension

I grow projects by leveraging my awareness and ability in one aspect and shine what light I’ve collected to the new project. I extend the platform and the growth potential of my projects that way. This network extension is tricky, but is the core of any successful effort I’ve made. Any time I fail, it’s when I don’t do that part right.

That’s the Basics

If I started from nothing (and I start from nothing every few weeks), that’s what I do. You might have different goals. Some of this might not apply. That’s all okay. The point is that this is a starting point for your own ideas, not a recipe. In fact, I’ll cover a few more details inside Third Tribe for the members, but what you have here should/could be enough to get your juices flowing.

Thoughts? Questions? Disagreements? Ideas to extrapolate? Where do you want to take this?

Chris Brogan is an eleven year veteran of social media using both web and mobile technologies to build digital relationships for businesses, organizations, and individuals.

25 October
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Red Bull Won’t Be Skydiving From Space

Red Bull has pulled the plug on its plan to have daredevil Felix Baumgartner skydive from the edge of space because it is being sued by a California promoter who says Red Bull stole his idea.

Baumgartner planned to ride a balloon called Stratos to an altitude of 120,000 feet and step into the void, breaking the record Air Force Col. Joe Kittinger set in 1960 when he jumped from 102,800 feet. Red Bull claimed the jump was a scientific pursuit to study the effects of a supersonic fall on the human body, but this being Red Bull you know publicity was a big part of it.

Promoter Daniel Hogan claims he pitched the idea to Red Bull in 2004 and provided a detailed plan, only to have Red Bull tell him, “Thanks, but no” about a year later. He sued in April, claiming Red Bull used his proposal as the basis for the Red Bull Stratos jump. The suit, filed in Los Angeles Superior Court, claims the stunt would be worth $375 million to $625 million in advertising revenue, according to Courthouse News Service.

Red Bull insists it has done nothing wrong but is stopping the program.

“Despite the fact that many other people over the past 50 years have tried to break Colonel (Ret.) Joe Kittinger’s record, and that other individuals have sought to work with Red Bull in an attempt to break his record, Mr. Hogan claims to own certain rights to the project and filed a multi-million dollar lawsuit earlier this year in a Californian court,” the company said. “Red Bull has acted appropriately in its prior dealings with Mr. Hogan, and will demonstrate this as the case progresses. Due to the lawsuit, we have decided to stop the project until this case has been resolved.”

According to Courthouse News, Hogan says he lined up Lindstrand Technologies to build the balloon and a Russian company to develop the spacesuit the jumper would wear. He also had a former NASA flight surgeon and an expert on the aerodynamics of the human body on board.

“Red Bull never acknowledged the plaintiff’s role in Red Bull Stratos,” the suit states. Hogan is seeking an injunction stopping the jump, disgorgement of any profits and punitive damages.

Via Wired Autopia: http://www.wired.com/autopia/

25 October
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Getting smart about the hierarchy of smart

Don’t talk to all your employees, all your users or all your prospects the same way, because they’re not the same.

The Dreyfus model of skill acquisition posits that there are five stages people go through:

1. Novice
–wants to be given a manual, told what to do, with no decisions possible

2. Advanced beginner
–needs a bit of freedom, but is unable to quickly describe a hierarchy of which parts are more important than others

3. Competent
–wants the ability to make plans, create routines and choose among activities

4. Proficient
–the more freedom you offer, the more you expect, the more you’ll get

5. Expert
–writes the manual, doesn’t follow it.

If you treat an expert like a novice, you’ll fail.

By Seth Godin: http://sethgodin.typepad.com/

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