Introduction
During the early years at Tesla, it was a design company, a component or subsystem supplier, in some ways a typical Silicon Valley technology entrepreneurship. In order to manufacture all-battery electric vehicles (EVs) of mass-market viability, however, it needed to become another kind of company, more like the traditional system integrator, an original equipment manufacturer (OEM) in the key position in a complex and extensive supply chain, one that went all the way from raw supplies of lithium and cobalt, to a utilities-like manager of recharging infrastructure.
However, it could prove pathological if, in the pursuit of scale and mass-markets, Tesla returned to an obsolete, top-down, risk-averse, ...
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