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 EVs of mass-market viability, however, it needed to become another kind of company—more like the traditional system integrator, an 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, and arguably un-innovative bygone era. Organization form ...
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