Chunka Mui

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Of the many consequences, intended and not, of driverless cars, the fate of Uber is one of the least important unless you happen to be an investor in the rideshare company or an interested party hoping to see Travis Kalanick’s oft-irresponsible outfit get driven from the road. More vital will be the disappearance of millions of jobs, the saving of that many lives over time, the impact on the environment, etc.

Still, it’s a fascinating business story. Uber’s massive disruption of the taxi industry may be soon viewed as a staggering, though short-lived, victory, much the way CDs wrecked the market for LPs and cassettes, before being quickly usurped by a better technology.  

When autonomous cars do become a going concern, eventually there won’t be any need for a middle man, and, perhaps, ownership of any kind. The fleets will drive themselves in all senses.

Two new excerpts on the topic are followed by a piece from a retro 1969 National Geographic feature.


From a Forbes article by Chunka Mui about Google driverless guru Chris Urmson’s predictions for the sector:

To the inevitable question of “when,” Urmson is very optimistic. He predicts that self-driving car services will be available in certain communities within the next five years.

You won’t get them everywhere. You certainly not going to get them in incredibly challenging weather or incredibly challenging cultural regions. But, you’ll see neighborhoods and communities where you’ll be able to call a car, get in it, and it will take you where you want to go.

(Based on recent Waymo announcements, Phoenix seems a likely candidate.)

Then, over the next 20 years, Urmson believes we’ll see a large portion of the transportation infrastructure move over to automation.

Urmson concluded his presentation by calling it an exciting time for roboticists. “It’s a pretty damn good time to be alive. We’re seeing fundamental transformations to the structure of labor and the structure transportation. To be a part of that and have a chance to be involved in it is exciting.”•


The opening of Christopher Mims’ smart WSJ piece about the potential fall of Uber:

If Uber Technologies Inc. ever collapses, historians may trace its undoing not to its troubles with labor relations, intellectual property, regulatory conflicts or sexual-harassment allegations, but to technological disruption.

This would be the same technological disruption the company itself pledged to use to upend the auto industry and the $2 trillion a year tied to it.

Less than a year ago, Uber Chief Executive Travis Kalanick described self-driving cars as an “existential” threat to his company, saying that his team must get the technology to market before competitors do, or at least at around the same time. Self-driving vehicles would ultimately be much cheaper to operate than ones requiring human drivers—robots work tirelessly and don’t demand raises. The first companies to roll out fleets of automated taxis could quickly drive their human-powered competition into oblivion.

Uber’s philosophy, both internally and in its pitch to consumers, is that it’s a hassle to own a car. The irony is, for the pay-by-the-ride future of transportation to be realized, someone has to own a lot of cars. Chances are, it won’t be Uber.•


Three months before we reached the moon, a moment when machines eclipsed, in a meaningful way, the primacy of humanity, National Geographic published the 1969 feature “The Coming Revolution in Transportation,” penned by Frederic C. Appel and Dean Conger. The article prognosticated some wildly fantastical misses as any such futuristic article would, but it broadly envisioned the next stage of travel as autonomous and, perhaps, electric.

The two excerpts I’ve included below argue that tomorrow’s transportation would in, one fashion or another, remove human hands from the wheel. The second passage particularly relates to the driverless sector of today. Interesting that we’re skipping the top-down step of building “computer-controlled” or “automated” highways, something suggested as necessary in this piece, as an intensive infrastructure overhaul never materialized. We’re attempting instead to rely on visual-recognition systems and an informal swarm of gadgets linked to the cloud to circumvent what was once considered foundational.

· · ·

“People Capsule”: Dial Your Destination

Everywhere I found signs that a revolution in transportation is on the way. 

The automobile you drive today could probably move at 100 miles an hour. But you average closer to 10 as you travel our clogged city streets.

Someday, perhaps in your lifetime, it could be like this….

You ride toward the city at 90 miles an hour, glancing through the morning newspaper while your electrically powered car follows its route on the automated “guideway.”

You leave your car at the city’s edge–a parklike city without streets–and enter on the small plastic “people capsules” waiting nearby. Inside, you dial your destination on a sequence of numbered buttons. Then you settle back to reading your paper. 

Smoothly, silently, your capsule accelerates to 80 miles an hour. Guided by a distant master computer, it slips down into the network of tunnels under the city–or into tubes suspended above it–and takes precisely the fastest route to your destination.

Far-fetched? Not at all. Every element of that fantastic people-moving system is already within range of our scientists’ skills.

· · ·

Car-trunk Computer Issues Orders

Consider automated cars–and when you do, look at the modern automobile. Think of the rapid increase, in the past decade, of electric servomechanisms on automobiles. Power steering, antiskid power brakes, adjustable seats, automatic door locks, automatic headlight dimmers, electronic speed governors, self-regulated air conditioning.

Detroit designers, already preparing for the day your vehicle will drive itself, are getting practical experience with the automatic devices on today’s cars. When more electric devices are added and the first computer-controlled highways are built, the era of the automated car will be here.

At the General Motors Technical Center near Detroit, I drove a remarkable vehicle. It was the Unicontrol Car, one step along the way to the automated family sedan.

In the car a small knob next to the seat (some models have dual knobs) replaced steering wheel, gearshift lever, accelerator and brake pedal.

Moving that knob, I learned, sends electronic impulses back to a sort of “baby computer” in the car’s trunk. The computer translates those signals into action by activating the proper servomechanism–steering motor, power brakes, or accelerator.

Highways May Take Over the Driving

Simple and ingenious, I thought, as I slid into the driver’s seat. Gingerly I pushed the knob forward. Somewhere, unseen little robots released the brake and stepped on the gas.

So far, so good. Now I twitched the knob to the left–and very nearly made a 35-mile-an-hour U-turn!

But after a few minutes of practice, I found that the strange control method really did feel comfortably logical. I ended my half-hour test drive with a smooth stop in front of a Tech Center office building and headed upstairs to call on Dr. Lawrence R. Hafstad, GM’s Vice President in Charge of Research Laboratories. 

The Unicontrol Car–a research vehicle built to test new servomechanisms–is easy to drive. Still, it does have to be driven. I asked Dr. Hafstad about the proposed automated highways that would relieve the driver of all responsibilities except that of choosing a destination.

“Automated highways–engineers call them guideways–are technically feasible today,’ Dr. Hafstad answered. “In fact, General Motors successfully demonstrated an electronically controlled guidance system about ten years ago. A wire was embedded in the road, and two pickup coils were installed at the front of the car to sense its position in relation to that wire. The coils sent electrical signals to the steering system, to keep the vehicle automatically on course.

“More recently, we tested a system that also controlled spacing and detected obstacles. It could slow down an overtaking vehicle–even stop it, until the road was clear!”

Other companies are also experimenting with guideways. In some systems, the car’s power comes from an electronic transmission line built into the road. In others, vehicles would simply be carried on a high-speed conveyor, or perhaps in a container. Computerized guidance systems vary, too. 

“Before the first mile of automated highway is installed,” Dr. Hafstad pointed out, “everyone will have to agree on just which system is to be used.”• 

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Will Americans give up their steering wheels any more readily than they’ll surrender their guns? It’s tough to say since both are about power, control and ego. From Chunka Mui’s new six-part series at Forbes’s hideously designed website about autonomous automobiles, a passage that offers three possible reasons why such driverless vehicles may reach critical mass sooner than later:

“I can think of three plausible scenarios that, based on the compelling societal benefits and business opportunities, might jumpstart adoption. 

1. Google Fiber Redux. Google is the most likely player to put hundreds or thousands of driverless cars on the road to prove their effectiveness and clear away short-term hurdles. Google has a tradition of having its employees use its prototype technologies, a practice known as ‘eating your own dog food.’ Given recently passed legislation in California legalizing driverless cars (with backup drivers), Google might deploy hundreds of Google cars to chauffeur Googlers around the state. Google could quickly log millions of miles and accumulate mountains of evidence on the safety and benefits of the car. (According to various news reports, the Google car has thus far been hit twice by other drivers and once caused a minor accident—while under the control of a human driver.) Google could then move to pilot the technology at a larger scale, perhaps in Las Vegas, because Nevada has also approved the car. Google could use its deep pockets to invest in the necessary infrastructure, take the liabilities issues off the table (by essentially self-insuring) and make the cars available in Nevada at competitive prices. Such an effort would mirror theGoogle Fiber strategy in Kansas City to demonstrate the viability of high-speed fiber networks to the home.

2. The China Card. Although there are too many imponderables and cross-industry conflicts to imagine that the U.S. federal government would get involved any time soon, one can imagine scenarios where more interventionist governments, like China’s, might intervene. China has greater incentives to adopt driverless cars because its rates of accidents and fatalities per 100,000 vehicles is more than twice that of the U.S., and its vehicle counts and total fatalities are growing rapidly. In addition, the Chinese government could be motivated to accelerate the adoption of driverless cars because of the trillions of dollars that it would save by building fewer and narrower roads, by eliminating traffic lights and street lights and by reducing fuel consumption. And then there is the competitive dimension. A driverless car initiative would fit into several of the seven strategic industries that the government is supporting. Chinese researchers have already made significant progress in the arena. And, of course, if China perfects a driverless-car system, it could export that system to the rest of the world.

3. The Big Venture Play. In this scenario, a startup steps into the market to launch a large-scale, shared, driverless transportation system. While this might appear to be the most outlandish of the three scenarios, the outline of the a profitable business case has already been developed. The business plan was designed by an impressive team led by Lawrence Burns, the director of the Program on Sustainability at Columbia University’s Earth Institute and former head of R&D at General Motors. The plan is based on expert technical and financial analysis and offers three sustainable market-entry strategies. For example, the team did a detailed analysis of Ann Arbor, MI, and concluded that a shared-driverless system could be fielded that offered customers about 90% savings compared with the cost of personal car ownership—while delivering better user experiences. Analysis of suburban areas and high-density urban centers, with Manhattan as the case study, also yielded significant savings potential and better service. Such dramatic results promise tremendous business opportunities for a ‘NewCo’:

This is an extraordinary opportunity to realize superior margins, especially for first movers. In cities like Ann Arbor, for example, NewCo could price its personal mobility service at $7 per day (providing customers with a service comparable to car ownership with better utilization of their time) and still earn $5 per day off each subscriber. In Ann Arbor alone, 100,000 residents (1/3 of Ann Arbor’s population) using the service could result in a profit of $500,000 a day. Today, 240 million Americans own a car as a means of realizing personal mobility benefits. If NewCo realizes just a 1 percent market share (2.4 million customers) in the United States alone, its annual profit could be on the order of $4 billion. NewCo’s Business Plan explains how this idea can be realized quickly, efficiently and with effective risk management.

There are of course many assumptions built into such plans, but my review leads me to believe that it is a robust platform for serious exploration of the Big Venture Play.”

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