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The Apple Car: A $10 Billion Failure

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Imagine a sleek, futuristic car with the iconic Apple logo on its hood. A vehicle that combines cutting-edge technology, minimalist design, and the seamless integration of Apple’s ecosystem. For years, this was the dream of the Apple Car, a project that promised to revolutionize the automotive industry. But in 2024, after a decade of development and an estimated $10 billion spent, Apple officially pulled the plug on its ambitious car project, codenamed Project Titan.

What went wrong? How did one of the most valuable companies in the world, known for its innovation and execution, fail to deliver on such a high-profile project? This is the story of the Apple Car—a tale of ambition, missteps, and ultimately, a $10 billion failure.


The Dream: Why Apple Wanted to Build a Car

Apple’s interest in the automotive industry wasn’t just about building a car. It was about redefining transportation.

The Vision

Apple saw the car as the next frontier for its ecosystem. Imagine an iPhone on wheels—a vehicle that could sync with your Apple devices, offer autonomous driving, and provide a seamless user experience. This vision aligned with Apple’s core philosophy of creating products that are both functional and beautiful.

The Timing

The early 2010s were a pivotal moment for the automotive industry. Electric vehicles (EVs) were gaining traction, thanks to Tesla’s success, and autonomous driving technology was advancing rapidly. Apple, always looking for the next big thing, saw an opportunity to disrupt the market.


The Reality: Challenges from Day One

While the vision was compelling, the execution was anything but smooth. Project Titan faced numerous challenges, both internal and external.

Leadership Turmoil

One of the biggest hurdles was leadership instability. Over the years, the project saw multiple changes in leadership, each with a different vision for the car. Some leaders pushed for a fully autonomous vehicle, while others favored a more traditional EV with advanced features. This lack of direction created confusion and delays.

Technical Difficulties

Building a car is vastly different from building a smartphone or a laptop. Apple underestimated the complexity of automotive engineering, from battery technology to safety regulations. For example, developing a reliable autonomous driving system proved to be far more challenging than anticipated.

Cultural Clash

Apple’s secretive, design-driven culture clashed with the collaborative, engineering-heavy nature of the automotive industry. Partnerships with established car manufacturers, such as BMW and Hyundai, fell apart due to disagreements over data sharing and control.


The Cost: A $10 Billion Experiment

By the time Apple decided to cancel Project Titan, the company had reportedly spent around $10 billion on the project. Where did all that money go?

Research and Development

A significant portion of the budget was allocated to R&D. Apple invested heavily in autonomous driving technology, hiring top talent from companies like Tesla, Google, and Ford. The company also acquired several startups specializing in AI, mapping, and sensor technology.

Testing and Prototyping

Apple built numerous prototypes, ranging from modified Lexus SUVs to custom-designed vehicles. These prototypes were tested extensively, but none met Apple’s high standards for performance and design.

Infrastructure and Partnerships

Apple also spent money on building infrastructure, such as test tracks and data centers, and exploring partnerships with suppliers and manufacturers. However, these efforts often led to dead ends.


The Competition: Why Apple Couldn’t Keep Up

While Apple was struggling to get its car off the ground, competitors were racing ahead.

Tesla’s Dominance

Tesla had a head start in the EV market and was already producing vehicles at scale. By the time Apple entered the scene, Tesla had established itself as the leader in both EVs and autonomous driving technology.

Traditional Automakers

Companies like Ford, General Motors, and Volkswagen were also investing heavily in EVs and autonomous driving. Unlike Apple, these companies had decades of experience in automotive manufacturing and supply chain management.

Tech Giants

Google’s Waymo and Amazon’s Zoox were making significant strides in autonomous driving, further intensifying the competition.


The Fallout: What Went Wrong?

So, why did Apple ultimately decide to cancel Project Titan?

Shifting Priorities

Under CEO Tim Cook, Apple has always been cautious about entering new markets. With the car project facing endless delays and mounting costs, the company decided to focus on its core products, such as the iPhone, iPad, and Apple Watch, as well as emerging technologies like augmented reality (AR).

Market Realities

The EV market is becoming increasingly crowded, with slim profit margins and intense competition. Apple likely realized that it would be difficult to achieve the same level of success in the automotive industry as it has in consumer electronics.

Lessons Learned

While the Apple Car may have failed, the project wasn’t a total loss. Apple gained valuable expertise in AI, machine learning, and sensor technology, which could be applied to other products, such as AR glasses or home robotics.


The Legacy: What’s Next for Apple?

Although the Apple Car is no more, its legacy lives on.

Focus on Software

Apple is reportedly shifting its focus to developing software for autonomous vehicles, rather than building its own car. This could include infotainment systems, mapping technology, or even a full-fledged autonomous driving platform.

Augmented Reality

Apple’s work on AR could lead to new products that integrate with vehicles, such as AR headsets for navigation or entertainment.

Sustainability

Apple’s commitment to sustainability could also influence the automotive industry. The company’s expertise in battery technology and renewable energy could be applied to EVs or other green technologies.


A Bold Dream, a Costly Failure

The Apple Car was a bold dream that captured the imagination of millions. But in the end, it was a dream that proved too difficult to realize. Despite its $10 billion investment, Apple couldn’t overcome the challenges of entering a complex and competitive industry.

Yet, failure is often a stepping stone to success. The lessons learned from Project Titan could pave the way for future innovations, ensuring that Apple remains at the forefront of technology.

As for the Apple Car, it will go down in history as a $10 billion experiment—a reminder that even the most ambitious dreams can sometimes fall short.

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Cars

British Digger Maker JCB Sets 406 MPH Hydrogen Speed Record

By George Mensah 3 min read

JCB’s Hydrogen-Powered Hydromax Sets New World Land Speed Record at 406 MPH

British engineering giant JCB has set a new world land speed record for a hydrogen-powered vehicle, with its Hydromax streamliner reaching an average speed of 406.320 mph (653.6 km/h) across Utah’s famous Bonneville Salt Flats.

The record was certified under FIA regulations, which require two timed runs over a one-mile course—one in each direction—with both runs completed within an hour. Hydromax recorded 400.623 mph on its first run and 412.135 mph on its second on August 11. The two speeds produced an average of 406.320 mph, establishing a new FIA hydrogen land speed record.

The achievement more than doubles the previous FIA benchmark for hydrogen-powered vehicles. That record stood at 185.5 mph, set by BMW’s H2R in 2004.

A Construction Engine Pushing Past 400 MPH

Hydromax’s achievement is even more notable because it also surpassed JCB’s own diesel land speed record. The company’s previous Dieselmax streamliner reached 350.092 mph in 2006. Unlike its diesel predecessor, however, Hydromax’s hydrogen combustion engines produce no carbon dioxide at the exhaust.

The 32-foot-long streamliner is powered by two production-based hydrogen combustion engines. Each is a 4.8-liter turbocharged four-cylinder engine, derived from technology JCB already uses in its construction equipment and generators.

Rather than developing a completely bespoke racing engine, JCB adapted technology that is closely related to the engines already supplied to its customers. The Hydromax project was completed in just over 15 months, with engineering support from Ricardo and Prodrive.

Before making its FIA record attempt, Hydromax had already demonstrated its potential at Bonneville. During Speed Week, the vehicle achieved a Southern California Timing Association-certified speed of 368.347 mph, placing it in the Blown Gas Streamliner class.

That performance paved the way for the FIA record attempt just days later—and ultimately saw JCB push hydrogen combustion beyond the 400-mph barrier.

Andy Green Behind the Wheel Again

Wing Commander Andy Green, a former Royal Air Force fighter pilot, drove Hydromax to the new record. Green already holds the outright world land speed record, having driven the Thrust SSC to 763.035 mph in Nevada’s Black Rock Desert in 1997, the only car ever to break the sound barrier on land. He also drove JCB’s Dieselmax to its 2006 diesel record.

“Bonneville is the spiritual home of the world land speed record, and JCB Hydromax has just written itself into that history,” Green said. “The car was terrific: stable, strong and fast. Setting a world land speed record with hydrogen power, twenty years after Dieselmax, is a huge privilege.”

Marketing With a Purpose

For JCB, the record serves a purpose beyond bragging rights. The company has poured roughly $130 million into developing hydrogen combustion technology as an alternative to both diesel and battery power for heavy machinery, and the engines in Hydromax are meant to demonstrate what that investment can do.

“This record was set by production-based engines, the same engines powering JCB diggers right now,” said JCB chairman Anthony Bamford. “That is the point of JCB Hydromax: it shows hydrogen works, and it works today at the highest level with zero emissions.”

The pitch matters for JCB’s core business. Battery power struggles to match the run times construction and agricultural equipment need, since diggers and generators often run six to eight hour shifts without stopping to recharge. Hydrogen combustion, unlike battery-electric systems, refuels in minutes and can plug into the same fueling infrastructure being built out for other transport uses.

The FIA has confirmed the record, working alongside ACCUS, the U.S. national sporting authority, to oversee the sporting, technical, and timing procedures at Bonneville. The organization called the achievement a milestone in the development of hydrogen technology in motorsport.

Hydromax’s run also puts a number on the table for an industry still weighing which zero-emission technology, batteries, hydrogen fuel cells, or hydrogen combustion, makes the most sense for heavy vehicles. At 406 mph, JCB has given hydrogen combustion a data point that didn’t exist a month ago.

 

Cars

Mercedes-Benz Brings Back Physical Buttons After Rethinking Touchscreen-Heavy Cabins

By George Mensah 4 min read

Mercedes-Benz is stepping back from its all-digital dashboard strategy, with CEO Ola Källenius telling Autocar in July 2026 that the automaker plans to bring more physical buttons into its vehicles. The shift marks a departure from years of expanding touchscreen real estate across the brand’s interiors.

Källenius acknowledged that the industry’s push toward touchscreen-heavy cabins may have overlooked what some drivers actually need behind the wheel. Mercedes has not issued a formal announcement detailing the new approach through its official channels, and the company does not appear to be abandoning touchscreens altogether. Future models will likely combine digital displays with physical controls rather than favoring one over the other.

Consumer research backs up the reasoning behind the change. JD Power’s 2025 U.S. Multimedia Quality and Satisfaction Study found that digital-display problems increased across the industry last year. The same study found that drivers want technology that works intuitively and doesn’t pull their attention away from the road. JD Power’s conclusion pointed to a specific fix: pairing touchscreens with physical buttons improves how usable a vehicle’s controls actually are. For automakers like Mercedes, that finding suggests the years-long race toward bigger screens may have come at the expense of drivers who just want to adjust the temperature without digging through a menu.

How Mercedes got here

Mercedes’ recent interiors show how far the touchscreen trend went. The electric GLA SUV includes the MBUX Superscreen, a three-display setup that spans the width of the dashboard behind a single piece of glass. The design looks closer to a command console than a traditional car interior, and Mercedes has described it as part of a minimalist, technology-driven cabin concept. Other automakers have built similarly expansive infotainment systems in recent years, several of which drew criticism for making basic functions harder to reach while driving.

Other automakers are making the same move

Mercedes isn’t alone in walking back its screen-first approach. Volkswagen reintroduced physical steering wheel buttons in the Golf GTI, Tiguan, and ID.4 after years of relying on touch-sensitive controls that drivers and reviewers criticized for being difficult to use without looking down. Hyundai added physical buttons and knobs to the Santa Cruz and Palisade. Porsche has kept a mix of touchscreens and physical controls throughout its recent lineup rather than following the all-digital trend some competitors adopted.

The pattern points to an industry-wide correction. Automakers spent much of the past decade competing on screen size and digital features, treating touchscreens as a shorthand for modernity. That approach is now colliding with data showing it may have made cars harder, not easier, to operate.

The safety research behind the shift

Research from the AAA Foundation for Traffic Safety adds weight to the argument for physical controls. The organization found that infotainment systems built around touchscreens increase the amount of time drivers spend looking away from the road. Tasks that would take a fraction of a second with a physical button, such as adjusting the volume or changing the fan speed, can require multiple glances at a screen to complete when routed through a touch interface. Even simple, routine actions behind the wheel become a source of distraction when a driver has to visually locate and tap the right spot on a screen rather than reach for a button they can find by feel.

That distinction matters for automakers now facing pressure from both regulators and consumers to prioritize safety alongside design. A touchscreen might look sleek in a showroom, but the AAA Foundation’s findings suggest that appeal can come with a real cost once a vehicle is in motion.

What comes next for Mercedes

Mercedes has not specified which upcoming models will feature the revised control layout or offered a timeline for rolling out the change across its lineup. Källenius’s comments to Autocar suggest the shift will apply broadly rather than to a single vehicle, positioning Mercedes among a growing group of automakers recalibrating how much of the driving experience should live on a screen.

For now, drivers waiting on the change will need to watch for Mercedes’ next generation of interior designs to see how the automaker balances its touchscreen ambitions against the practical case for a physical button.

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