Tesla Car Quotes

We wanted flying cars, instead we got 140 characters

He’d started the company to put a dent in the automotive industry and force people to rethink electric cars.

Which means that when designing their self-driving car, Toyota or Tesla will be transforming a theoretical problem in the philosophy of ethics into a practical problem of engineering

MONOPOLY. Tesla started with a tiny submarket that it could dominate: the market for high-end electric sports cars. Since the first Roadster rolled off the production line in 2008, Tesla’s sold only about 3,000 of them, but at $109,000 apiece that’s not trivial. Starting small allowed Tesla to undertake the necessary R&D to build the slightly less expensive Model S, and now Tesla owns the luxury electric sedan market, too. They sold more than 20,000 sedans in 2013 and now Tesla is in prime position to expand to broader markets in the future.

The media reports from the day described the car as the love child of an Aston Martin and a Maserati. In reality, the sedan barely held together. It still had the base structure of a Mercedes CLS, although no one in the press knew that, and some of the body panels and the hood were stuck to the frame with magnets. “They could just slide the hood right off,” said Bruce Leak, a Tesla owner invited to attend the event. “It wasn’t really attached.

Tesla will produce two models of the self-driving car: the Tesla Altruist and the Tesla Egoist. In an emergency, the Altruist sacrifices its owner to the greater good, whereas the Egoist does everything in its power to save its owner, even if it means killing the two kids.

But the more the Tesla guys researched the industry, the more they realized that the big automakers don’t even really build their cars anymore. The days of Henry Ford having raw materials delivered to one end of his Michigan factory and then sending cars out the other end had long passed. “BMW didn’t make its windshields or upholstery or rearview mirrors,” Tarpenning said. “The only thing the big car companies had kept was internal combustion research, sales and marketing, and the final assembly. We thought naïvely that we could access all the same suppliers for our parts.

A typical 100-kilowatt-hour Tesla lithium-ion battery is built in China on a largely coal-powered grid. Such an energy- and carbonintensive manufacturing process releases 13,500 kilograms of carbon dioxide emissions, roughly equivalent to the carbon pollution released by a conventional gasoline-powered car traveling 33,000 miles. That 33,000-miles figure assumes the Tesla is only recharged by 100 percent greentech-generated electricity.

Around 2010, Peter Thiel, the PayPal cofounder and early Facebook investor, began promoting the idea that the technology industry had let people down. “We wanted flying cars, instead we got 140 characters” became the tagline of his venture capital firm Founders Fund. In an essay called “What Happened to the Future,” Thiel and his cohorts described how Twitter, its 140-character messages, and similar inventions have let the public down. He argued that science fiction, which once celebrated the future, has turned dystopian because people no longer have an optimistic view of technology’s ability to change the world. I

Tesla had transformed the car into a gadget—a device that actually got better after you bought it.

Which means that when designing their self-driving car, Toyota or Tesla will be transforming a theoretical problem in the philosophy of ethics into a practical problem of engineering.

Isaac Asimov’s speculation—The appliances of 2014 will have no electric cords, of course—was completely reasonable, given the physics and the rate of technological improvement up until then. We really, really should have had atomic batteries by now. And guess what? Your iPhone would never need charging, and your Tesla would have a range of 3.5 million miles. It is a possibility.

Both the Roadster and the Model S also take advantage of what’s known as regenerative braking, which extends the life of the brakes. During stop-and-go situations, the Tesla will brake by kicking the motor into reverse via software and slowing down the wheels instead of using brake pads and friction to clamp them down. The Tesla motor generates electricity during this process and funnels it back to the batteries, which is why electric cars get better mileage in city traffic.

Gene Berdichevsky, one of the members of the solar-powered-car team, lit up the second he heard from Straubel. An undergraduate, Berdichevsky volunteered to quit school, work for free, and sweep the floors at Tesla if that’s what it took to get a job. The founders were impressed with his spirit and hired Berdichevsky after one meeting. This left Berdichevsky in the uncomfortable position of calling his Russian immigrant parents, a pair of nuclear submarine engineers, to tell them that he was giving up on Stanford to join an electric car start-up. As employee No. 7, he spent part of the workday in the Menlo Park office and the rest in Straubel’s living room designing three-dimensional models of the car’s powertrain on a computer and building battery pack prototypes in the garage. “Only now do I realize how insane it was,” Berdichevsky said.

Most car dealers make the majority of their profits from servicing cars. They treat vehicles like a subscription service, expecting people to visit their service centers multiple times a year for many years. This is the main reason dealerships have fought to block Tesla from selling its cars directly to consumers.fn15

Well, maybe Tesla will just leave it to the market. Tesla could produce two models of the self-driving car: the Tesla Altruist and the Tesla Egoist. In an emergency, the Altruist sacrifices its owner to the greater good, whereas the Egoist does everything in its power to save its owner, even if it means killing the two kids.

When Musk announced in 2014 that Tesla would open-source all of its patents, analysts tried to decide whether this was a publicity stunt or if it hid an ulterior motive or a catch. But the decision was a straightforward one for Musk. He wants people to make and buy electric cars. Man’s future, as he sees it, depends on this. If open-sourcing Tesla’s patents means other companies can build electric cars more easily, then that is good for mankind, and the ideas should be free. The cynic will scoff at this, and understandably so. Musk, however, has been programmed to behave this way and tends to be sincere when explaining his thinking—almost to a fault.

Musk had never run a car factory before and was considered arrogant and amateurish by Detroit. Yet, one year after the Model S went on sale, Tesla had posted a profit, hit $562 million in quarterly revenue, raised its sales forecast, and become as valuable as Mazda Motor. Elon Musk had built the automotive equivalent of the iPhone.

PayPal to a confident CEO who commands the respect of thousands. “I think there are ways he has dramatically improved over time,” said Thiel. Most impressive to Thiel has been Musk’s ability to find bright, ambitious people and lure them to his companies. “He has the most talented people in the aerospace industry working for him, and the same case can be made for Tesla, where, if you’re a talented mechanical engineer who likes building cars, then you’re going to Tesla because it’s probably the only company in the U.S. where you can do interesting new things. Both companies were designed with this vision of motivating a critical mass of talented people to work on inspiring things.

A typical 100-kilowatt-hour Tesla lithium-ion battery is built in China on a largely coal-powered grid. Such an energy- and carbonintensive manufacturing process releases 13,500 kilograms of carbon dioxide emissions, roughly equivalent to the carbon pollution released by a conventional gasoline-powered car traveling 33,000 miles. That 33,000-miles figure assumes the Tesla is only recharged by 100 percent greentech-generated electricity. More realistically? The American grid is powered by 40 percent natural gas and 19 percent coal. This more traditional electricity-generation profile extends the “carbon break-even” point of the Tesla out to 55,000 miles. If anything, this overstates how green-friendly an electric vehicle might be.

A difference in strategy also emerged. Marks decided that Tesla should partner with an experienced automaker to handle the assembly of the Roadster. That flew in the face of Musk’s fundamental instincts. He aspired to build Gigafactories where raw materials would go in one end and cars would come out the other. During their debates over Marks’s proposal to outsource assembly of the Tesla,

Within a decade, the internal combustion engine automobile is likely to look exactly like what it is - a machine that converts gasoline into much more heat than forward motion, a bizarre antiquity.

Reaching five thousand cars per week would be a huge challenge. By the end of 2017, Tesla was making cars at only half that rate. Musk decided he had to move himself, literally, to the factory floors and lead an all-in surge. It was a tactic—personally surging into the breach 24/7 with an all-hands-on-deck cadre of fellow fanatics—that came to define the maniacal intensity that he demanded at his companies.

These efforts began in earnest on October 18, 2004, and, rather remarkably, four months later, on January 27, 2005, an entirely new kind of car had been built by eighteen people. It could even be driven around.

workshop. He asked the Tesla engineers why he had put that picture up. One of them guessed that it was because people like his daughter would drive the car. To which Eberhard replied, “No. We are building this because by the time she is old enough to drive she will know a car as something completely different to how we know it today, just like you don’t think of a phone as a thing on the wall with a cord on it. It’s this future that depends on you.

After purchasing a CLS, Tesla’s engineers tore it apart. One team had reshaped the boxy, rectangular battery pack from the Roadster and made it flat. The engineers cut the floor out of the CLS and plopped in the pack. Next they put the electronics that tied the whole system together in the trunk. After that, they replaced the interior of the car to restore its fit and finish. Following three months of work, Tesla had in effect built an all-electric Mercedes CLS.

In the context of the new transportation system, Drivers Licenses will become mostly irrelevant and unnecessary. When everything is autonomous, the need for drivers licenses as a safety feature of the system will just not even make sense.

What Musk had done that the rival automakers missed or didn’t have the means to combat was turn Tesla into a lifestyle. It did not just sell someone a car. It sold them an image, a feeling they were tapping into the future, a relationship. Apple did the same thing decades ago with the Mac and then again with the iPod and iPhone. Even those who were not religious about their affiliation to Apple were sucked into its universe once they bought the hardware and downloaded software like iTunes. This

Cars are evolving to match the new paradigm. Soon, things like steering wheels, pedals and rear-view mirrors will seem ancient. More practically, we will all be better able to optimize our time and attention to focus on more important tasks, family, work, and self care.

His next vehicle, a pickup dubbed the Cybertruck, had many of the signatures of a car developed by Musk—features that appealed to him directly (including a dystopian appearance, supposedly bulletproof steel and shatter-proof windows) and that are likely hard to industrialize.

The guys like Straubel who had been at Tesla since the beginning are quick to remind people that the chance to build an awesome electric car had been there all along. “It’s not really like there was a rush to this idea, and we got there first,” Straubel said. “It is frequently forgotten in hindsight that people thought this was the shittiest business opportunity on the planet. The venture capitalists were all running for the hills.” What separated Tesla from the competition was the willingness to charge after its vision without compromise, a complete commitment to execute to Musk’s standards.

And this is one of the first things one learns from Musk’s example—he is relentless in his pursuit of the bold and, the bigger point, totally unfazed by scale. When he couldn’t get a job, he started a company. When Internet commerce stalled, he reinvented banking. When he couldn’t find decent launch services for his Martian greenhouse, he went into the rocket business. And as a kicker, because he never lost interest in the problem of energy, he started both an electric car and a solar energy company. It is also worth pointing out that Tesla is the first successful car company started in America in five decades and that SolarCity has become one of the nation’s largest residential solar providers.9 All told, in slightly less than a dozen years, Musk’s appetite for bold has created an empire worth about $30 billion.10 So what’s his secret? Musk has a few, but none are more important to him than passion and purpose. “I didn’t go into the rocket business, the car business, or the solar business thinking this is a great opportunity. I just thought, in order to make a difference, something needed to be done. I wanted to have an impact. I wanted to create something substantially better than what came before.

Had anyone from Detroit stopped by Tesla Motors at this point, they would have ended up in hysterics. The sum total of the company’s automotive expertise was that a couple of the guys at Tesla really liked cars and another one had created a series of science fair projects based on technology that the automotive industry considered ridiculous. What’s more, the founding team had no intention of turning to Detroit for advice on how to build a car company. No, Tesla would do what every other Silicon Valley start-up had done before it, which was hire a bunch of young, hungry engineers and figure things out as they went along.

TECHNO-OPTIMISM IS NOT THE SOLUTION On top of this, there is yet another inconvenient truth we must confront. The effectiveness of the green policies put into effect in some developed countries is doubtful. In places where households typically possess multiple cars and trucks, the result would still be unsustainable even if every single one were replaced by an electric vehicle. Furthermore, the planned rollout by Ford and Tesla of SUV-style electric vehicles signals nothing more than the continued strengthening of our present culture of consumption, which will only lead to an increased waste of resources. It is, when all is said and done, simply another classic example of greenwashing.

Tesla does not designate cars as being 2014s or 2015s, and it also doesn’t have “all the 2014s in stock must go, go, go and make room for the new cars” sales. It produces the best Model S it can at the time, and that’s what the customer receives. This means that Tesla does not develop and hold on to a bunch of new features over the course of the year and then unleash them in a new model all at once. It adds features one by one to the manufacturing line when they’re ready. Some customers may be frustrated to miss out on a feature here and there. Tesla, however, manages to deliver most of the upgrades as software updates that everyone gets, providing current Model S owners with pleasant surprises.

Machine-learning systems generally need a goal or metric that guides them as they train themselves. Musk, who liked to manage by decreeing what metrics should be paramount, gave them their lodestar: the number of miles that cars with Tesla Full Self-Driving were able to travel without a human intervening. “I want the latest data on miles per intervention to be the starting slide at each of our meetings,” he decreed. “If we’re training AI, what do we optimize? The answer is higher miles between interventions.” He told them to make it like a video game where they could see their score every day. “Video games without a score are boring, so it will be motivating to watch each day as the miles per intervention increases.

But with the car nearing production, Musk needed capital and asked Thiel if he’d be interested in investing. Thiel said no—indicating that he was passing in part because, according to Musk, “he doesn’t fully buy into the climate change thing.” In doing so, and in choosing his own political bias over the audacity of Musk’s bet (not to mention the overwhelming evidence offered by mainstream climate science), Thiel lost out on a chance to own a substantial chunk of a company that would be worth $800 billion by the end of 2020. Instead of Founders Fund, Musk took the deal to VantagePoint Venture Partners, a little-known firm with a reputation for investing in green energy companies. VantagePoint wound up with 9 percent of Tesla when it eventually went public.

You can see Musk’s embrace of the car as lifestyle in Tesla’s abandonment of model years. Tesla does not designate cars as being 2014s or 2015s, and it also doesn’t have “all the 2014s in stock must go, go, go and make room for the new cars” sales. It produces the best Model S it can at the time, and that’s what the customer receives. This means that Tesla does not develop and hold on to a bunch of new features over the course of the year and then unleash them in a new model all at once. It adds features one by one to the manufacturing line when they’re ready. Some customers may be frustrated to miss out on a feature here and there. Tesla, however, manages to deliver most of the upgrades as software updates that everyone gets, providing current Model S owners with pleasant surprises.

Quite often, the Tesla engineers brought their Silicon Valley attitude to the automakers’ traditional stomping grounds. There’s a break and traction testing track in northern Sweden near the Arctic Circle where cars get tuned on large plains of ice. It would be standard to run the car for three days or so, get the data, and return to company headquarters for many weeks of meetings about how to adjust the car. The whole process of tuning a car can take the entire winter. Tesla, by contrast, sent its engineers along with the Roadsters being tested and had them analyze the data on the spot. When something needed to be tweaked, the engineers would rewrite some code and send the car back on the ice. “BMW would need to have a confab between three or four companies that would all blame each other for the problem,” Tarpenning said. “We just fixed it ourselves.

A typical 100-kilowatt-hour Tesla lithium-ion battery is built in China on a largely coal-powered grid. Such an energy- and carbonintensive manufacturing process releases 13,500 kilograms of carbon dioxide emissions, roughly equivalent to the carbon pollution released by a conventional gasoline-powered car traveling 33,000 miles. That 33,000-miles figure assumes the Tesla is only recharged by 100 percent greentech-generated electricity. More realistically? The American grid is powered by 40 percent natural gas and 19 percent coal. This more traditional electricity-generation profile extends the “carbon break-even” point of the Tesla out to 55,000 miles. If anything, this overstates how green-friendly an electric vehicle might be. Most cars—EVs included—are driven during the day. That means they charge at night, when solar-generated electricity cannot be part of the fuel mix.*

If you program a self-driving car to stop and help strangers in distress, it will do so come hell or high water (unless, of course, you insert an exception clause for infernal or high-water scenarios). Similarly, if your self-driving car is programmed to swerve into the opposite lane in order to save the two kids in its path, you can bet your life this is exactly what it will do. Which means that when designing their self-driving car, Toyota or Tesla will be transforming a theoretical problem in the philosophy of ethics into a practical problem of engineering. Granted, the philosophical algorithms will never be perfect. Mistakes will still happen, resulting in injuries, deaths, and extremely complicated lawsuits. (For the first time in history, you might be able to sue a philosopher for the unfortunate results of his or her theories, because for the first time in history you might be able to prove a direct causal link between philosophical ideas and real-life events.)

It’s worth pausing for a moment to meditate on what Tesla had accomplished. Musk had set out to make an electric car that did not suffer from any compromises. He did that. Then, using a form of entrepreneurial judo, he upended the decades of criticisms against electric cars. The Model S was not just the best electric car; it was best car, period, and the car people desired. America had not seen a successful car company since Chrysler emerged in 1925. Silicon Valley had done little of note in the automotive industry. Musk had never run a car factory before and was considered arrogant and amateurish by Detroit. Yet, one year after the Model S went on sale, Tesla had posted a profit, hit $562 million in quarterly revenue, raised its sales forecast, and become as valuable as Mazda Motor. Elon Musk had built the automotive equivalent of the iPhone. And car executives in Detroit, Japan, and Germany had only their crappy ads to watch as they pondered how such a thing had occurred.

No mechanic now for modern cars, no doctor now for modern pathologies. The infinitesimal calculus of viral pathologies, unlocatable by traditional diagnostics, has entirely outstripped the mechanics of the body, just as the electronics of the modern car have outstripped the knowledge of its user. But one can imagine an electronic 'smartness' of the body (like 'smart' cars or houses) that would inform you of all its anomalies, or even, by a kind of GPS effect, of your position in the space of human relations.

Elon . . . gave a speech, saying we would work on Saturdays and Sundays and sleep under desks until it got done,” said Ryan Popple, the director of finance at Tesla. “Someone pushed back from the table and argued that everyone had been working so hard just to get the car done, and they were ready for a break and to see their families. Elon said, ‘I would tell those people they will get to see their families a lot when we go bankrupt.’ I was like, ‘Wow,’ but I got it. I had come out of a military culture, and you just have to make your objective happen.

As the Model S fever gripped Silicon Valley, I visited Ford’s small research and development lab in Palo Alto. The head of the lab at the time was a ponytailed, sandal-wearing engineer named T. J. Giuli, who felt very jealous of Tesla. Inside of every Ford were dozens of computing systems made by different companies that all had to speak to each other and work as one. It was a mess of complexity that had evolved over time, and simplifying the situation would prove near impossible at this point, especially for a company like Ford, which needed to pump out hundreds of thousands of cars per year and could not afford to stop and reboot. Tesla, by contrast, got to start from scratch and make its own software the focus of the Model S. Giuli would have loved the same opportunity. “Software is in many ways the heart of the new vehicle experience,” he said. “From the powertrain to the warning chimes in the car, you’re using software to create an expressive and pleasing environment. The level of integration that the software has into the rest of the Model S is really impressive. Tesla is a benchmark for what we do here.” Not long after this chat, Giuli left Ford to become an engineer at a stealth start-up. There

The Model S also offered a way to fix issues in a manner that people had never before encountered with a mass-produced car. Some of the early owners complained about glitches like the door handles not popping out quite right or their windshield wipers operating at funky speeds. These were inexcusable flaws for such a costly vehicle, but Tesla typically moved with clever efficiency to address them. While the owner slept, Tesla’s engineers tapped into the car via the Internet connection and downloaded software updates. When the customer took the car out for a spin in the morning and found it working right, he was left feeling as if magical elves had done the work. Tesla soon began showing off its software skills for jobs other than making up for mistakes. It put out a smartphone app that let people turn on their air-conditioning or heating from afar and to see where the car was parked on a map. Tesla also began installing software updates that imbued the Model S with new features. Overnight, the Model S sometimes got new traction controls for hilly and highway driving or could suddenly recharge much faster than before or possess a new range of voice controls. Tesla had transformed the car into a gadget—a device that actually got better after you bought it. As Craig Venter, one of the earliest Model S owners and the famed scientist who first decoded man’s DNA, put it, “It changes everything about transportation. It’s a computer on wheels.” The

There’s the potential that Tesla is setting itself up to capitalize on a situation like the one Apple found itself in when it first introduced the iPhone. Apple’s rivals spent the initial year after the iPhone’s release dismissing the product. Once it became clear Apple had a hit, the competitors had to catch up. Even with the device right in their hands, it took companies like HTC and Samsung years to produce anything comparable. Other once-great companies like Nokia and BlackBerry didn’t withstand the shock. If, and it’s a big if, Tesla’s Model 3 turned into a massive hit—the thing that everyone with enough money wanted because buying something else would just be paying for the past—then the rival automakers would be in a terrible bind. Most of the car companies dabbling in electric vehicles continue to buy bulky, off-the-shelf batteries rather than developing their own technology. No matter how much they wanted to respond to the Model 3, the automakers would need years to come up with a real challenger and even then they might not have a ready supply of batteries for their vehicles. “I think it is going to be a bit like that,” Musk said. “When will the first non-Tesla Gigafactory get built? Probably no sooner than six years from now. The big car companies are so derivative. They want to see it work somewhere else before they will approve the project and move forward. They’re probably more like seven years away. But I hope I’m wrong.” Musk

Musk essentially asks employees to do the impossible on top of the impossible. One former SpaceX executive described the working atmosphere as a perpetual-motion machine that runs on a weird mix of dissatisfaction and eternal hope. “It’s like he has everyone working on this car that is meant to get from Los Angeles to New York on one tank of gas,” this executive said. “They will work on the car for a year and test all of its parts. Then, when they set off for New York after that year, all of the vice presidents think privately that the car will be lucky to get to Las Vegas. What ends up happening is that the car gets to New Mexico—twice as far as they ever expected—and Elon is still mad. He gets twice as much as anyone else out of people.

Musk still tended to drive the young engineers mad with his work demands and blunt criticism. “I remember being in a meeting once brainstorming about a new product—a new-car site,” said Doris Downes, the creative director at Zip2. “Someone complained about a technical change that we wanted being impossible. Elon turned and said, ‘I don’t really give a damn what you think,’ and walked out of the meeting. For Elon, the word no does not exist, and he expects that attitude from everyone around him.” Periodically, Musk let loose on the more senior executives as well. “You would see people come out of the meetings with this disgusted look on their face,” Mohr, the salesman, said. “You don’t get to where Elon is now by always being a nice guy, and he was just so driven and sure of himself.

What Musk had done that the rival automakers missed or didn’t have the means to combat was turn Tesla into a lifestyle. It did not just sell someone a car. It sold them an image, a feeling they were tapping into the future, a relationship. Apple did the same thing decades ago with the Mac and then again with the iPod and iPhone. Even those who were not religious about their affiliation to Apple were sucked into its universe once they bought the hardware and downloaded software like iTunes. This sort of relationship is hard to pull off if you don’t control as much of the lifestyle as possible. PC makers that farmed their software out to Microsoft, their chips to Intel, and their design to Asia could never make machines as beautiful and as complete as Apple’s. They also could not respond in time as Apple took this expertise to new areas and hooked people on its applications. You can see Musk’s embrace of the car as lifestyle in Tesla’s abandonment of model years. Tesla does not designate cars as being 2014s or 2015s, and it also doesn’t have “all the 2014s in stock must go, go, go and make room for the new cars” sales. It produces the best Model S it can at the time, and that’s what the customer receives. This means that Tesla does not develop and hold on to a bunch of new features over the course of the year and then unleash them in a new model all at once. It adds features one by one to the manufacturing line when they’re ready. Some customers may be frustrated to miss out on a feature here and there. Tesla, however, manages to deliver most of the upgrades as software updates that everyone gets, providing current Model S owners with pleasant surprises.

There was little the mainstream auto industry could do to slow Tesla down. But that didn’t stop executives from trying to be difficult whenever possible. Tesla, for example, wanted to call its third-generation car the Model E, so that its lineup of vehicles would be the Model S, E, and X—another playful Musk gag. But Ford’s then CEO, Alan Mulally, blocked Tesla from using Model E, with the threat of a lawsuit. “So I call up Mulally and I was like, ‘Alan, are you just fucking with us or are you really going to do a Model E?’” Musk said. “And I’m not sure which is worse. You know? Like it would actually make more sense if they’re just fucking with us because if they actually come out with a Model E at this point, and we’ve got the Model S and the X and Ford comes out with the Model E, it’s going to look ridiculous. So even though Ford did the Model T a hundred years ago, nobody thinks of ‘Model’ as being a Ford thing anymore. So it would just feel like they stole it. Like why did you go steal Tesla’s E? Like you’re some sort of fascist army marching across the alphabet, some sort of Sesame Street robber. And he was like, ‘No, no, we’re definitely going to use it.’ And I was like, ‘Oh, I don’t think that’s such a good idea because people are going to be confused because it’s not going to make sense. People aren’t used to Ford having Model something these days. It’s usually called like the Ford Fusion.’ And he was like, no, his guys really want to use that. That’s terrible.” After that, Tesla registered the trademark for Model Y as another joke. “In fact, Ford called us up deadpan and said, ‘We see you’ve registered Model Y. Is that what you’re going to use instead of the Model E?’” Musk said. “I’m like, ‘No, it’s a joke. S-E-X-Y. What does that spell?’ But trademark law is a dry profession it turns out.

There was little the mainstream auto industry could do to slow Tesla down. But that didn't stop executives from trying to be difficult whenever possible. Tesla, for example, wanted to call its third-generation car the Model E, so that its lineup of vehicles would be the Model S, E and X - another playful Musk gag. But Ford's then CEO, Alan Mulally, blocked Tesla from using Model E, with the threat of a lawsuit. "So I call up Mulally and I was like, 'Alan, are you just fucking with us or are you really going to do a Model E?'" Musk said. "And I'm not sure which is worse. You know? Like it would actually make more sense if they're just fucking with us because if they actually come out with a Model E at this point, and we've got the Model S and the X and Ford comes out with a Model E, it's going to look ridiculous. So even though Ford did the Model T a hundred years ago, nobody thinks of 'Model' as being a Ford thing anymore. So it would just feel like they stole it. Like why did you going stealing Tesla's E? Like you're some sort of fascist army marching across the alphabet, some sort of Sesame Street robber. And he was like, 'No, no, we're definitely going to use it.' And I was like, 'Oh, I don't think that's such a good idea because people are going to be confused because it's not gong to make sense. People aren't used to Ford having Model something these days. It's usually called like the Ford Fusion.' And he was like, no, his guys really want to use that. That's terrible." After that, Tesla registered the trademark for Model Y as another joke. "In fact, Ford called us up deadpan and said, 'We see you've registered Model Y. Is that what you're gong to use instead of the Model E?'" Musk said. "I'm like, 'No, it's a joke. S-E-X-Y. What does that spell?' But trademark law is a dry profession it turns out.

Lucid Motors was started under the name Atieva (which stood for “advanced technologies in electric vehicle applications” and was pronounced “ah-tee-va”) in Mountain View in 2008 (or December 31, 2007, to be precise) by Bernard Tse, who was a vice president at Tesla before it launched the Roadster. Hong Kong–born Tse had studied engineering at the University of Illinois, where he met his wife, Grace. In the early 1980s, the couple had started a computer manufacturing company called Wyse, which at its peak in the early 1990s registered sales of more than $480 million a year. Tse joined Tesla’s board of directors in 2003 at the request of his close friend Martin Eberhard, the company’s original CEO, who sought Tse’s expertise in engineering, manufacturing, and supply chain. Tse would eventually step off the board to lead a division called the Tesla Energy Group. The group planned to make electric power trains for other manufacturers, who needed them for their electric car programs. Tse, who didn’t respond to my requests to be interviewed, left Tesla around the time of Eberhard’s departure and decided to start Atieva, his own electric car company. Atieva’s plan was to start by focusing on the power train, with the aim of eventually producing a car. The company pitched itself to investors as a power train supplier and won deals to power some city buses in China, through which it could further develop and improve its technology. Within a few years, the company had raised about $40 million, much of it from the Silicon Valley–based venture capital firm Venrock, and employed thirty people, mostly power train engineers, in the United States, as well as the same number of factory workers in Asia. By 2014, it was ready to start work on a sedan, which it planned to sell in the United States and China. That year, it raised about $200 million from Chinese investors, according to sources close to the company.

After arriving at Burning Man, Musk, a regular at the event, and his family went through their standard routines. They set up camp and prepped their art car for a drive. This year, they had cut the roof off a small car, elevated the steering wheel, shifted it to the right so that it was placed near the middle of the vehicle, and replaced the seats with a couch. Musk took a lot of pleasure in driving the funky creation.“ Elon likes to see the rawness of people there,” said Bill Lee, his longtime friend. “It’s his version of camping. He wants to go and drive the art cars and see installations and the great light shows. He dances a lot.” Musk put on a display of strength and determination at the event as well. There was a wooden pole perhaps thirty feet high with a dancing platform at the top. Dozens of people tried and failed to climb it, and then Musk gave it a go. “His technique was very awkward, and he should not have succeeded,” said Lyndon. “But he hugged it and just inched up and inched up until he reached the top.

And let’s face it, his car is ridiculously hot, too. I practically had an orgasm when we entered his garage and I feasted my eyes on a fleet of luxury cars — Land Rover, Porsche, Mercedes, Tesla, Bentley, Jaguar.

EXCERPT: In an interview Zuckerberg admitted he was frustrated by people who “fear-monger” about artificial intelligence. Stephen Hawking has raised concerns over AI, saying it has the potential to wipe out the human race. “Once machines reach a critical stage of being able to evolve themselves we cannot predict whether their goals will be the same as ours. AI has the potential to evolve faster than the human race.” Despite using AI in Tesla cars, Elon Musk also has similar fears, but their concerns fall on deaf ears with Zuckerberg.

In terms of resource use and emissions, buying nothing beats buying something virtually all the time: better to keep driving the car you own than shelling out for a brand-new Tesla, or wearing out what is in your wardrobe rather than buying a new capsule wardrobe in the name of ethical fashion. A particularly telling statistic: a person would have to use an organic cotton tote every single day for half a century to offset the impact of its production, the Danish government has estimated.

There’s no better case study showing how connectivity and computing power will turn old products into digitized machines than Tesla, Elon Musk’s auto company. Tesla’s cult following and soaring stock price have attracted plenty of attention, but what’s less noticed is that Tesla is also a leading chip designer. The company hired star semiconductor designers like Jim Keller to build a chip specialized for its automated driving needs, which is fabricated using leading-edge technology. As early as 2014, some analysts were noting that Tesla cars “resemble a smartphone.” The company has been often compared to Apple, which also designs its own semiconductors. Like Apple’s products, Tesla’s finely tuned user experience and its seemingly effortless integration of advanced computing into a twentieth-century product—a car—are only possible because of custom-designed chips. Cars have incorporated simple chips since the 1970s. However, the spread of electric vehicles, which require specialized semiconductors to manage the power supply, coupled with increased demand for autonomous driving features foretells that the number and cost of chips in a typical car will increase substantially.

You cannot automate something until you’ve done it manually many times. Control all of the factors and show technology cuts costs. Remember, for many legacy companies, information technology is only a cost center. They only adopted the code. You were born in it, molded by it. A full-stack entrant into a new vertical is formidably protean. You can morph your product just by hitting keys. Tesla’s over-the-air updates for its cars are a fantastic example.

One characteristic of disruptive technologies, as the electric car has the potential to be, is that their market penetration tends to start slowly and then accelerate rapidly

瑞尔森大学毕业证成绩单定购Q微2026614433如何办加拿大高仿文凭瑞尔森大学毕业证成绩单ZSBBNXZVXBNVXNBSHSHSSSSBVSBSNVSBNSVSVBCSBSNCSVBSCSV Earlier this month, Tesla CEO Elon Musk made a splash (and briefly tanked Bitcoin’s price) when he announced that his company would no longer accept the popular cryptocurrency as tender for its electric cars. Why not? In a tweet, Musk shared that the company “is concerned about rapidly increasing use of fossil fuels for Bitcoin mining and transactions, especially coal, which has the worst emissions of any fuel.” Cryptocurrencies are “a good idea on many levels,” Musk’s tweet said, but “this cannot come at a great cost to the environment.

Apple le echó también el ojo al talento de Tesla. Fichó tantos empleados de Tesla que su CEO, Elon Musk, dijo en una ocasión que el proyecto del Apple Car era un «cementerio de Tesla». «Han contratado a gente que nosotros hemos despedido —explicó Musk al periódico alemán Handelsblatt a finales de 2015—. Si no lo consigues en Tesla, te vas a trabajar a Apple.» Musk consideraba que un coche era para Apple, «lógicamente, el siguiente producto donde poder ofrecer una innovación importante

Tesla wasn’t going to stop until every car on the road was an electric, he continued. “This is the beginning of the beginning.

It took Apple 42 years to reach $1 trillion in value, and 20 weeks to accelerate from $1 trillion to $2 trillion (March to August 2020). In those same weeks, Tesla became not only the most valuable car company in the world, but more valuable than Toyota, Volkswagen, Daimler, and Honda . . . combined.

Belief created the vision; the vision would create a market; the market would create cash; and cash would create cars.

Tesla Motors was created to accelerate the advent of sustainable transport. If we clear a path to the creation of compelling electric vehicles, but then lay intellectual property landmines behind us to inhibit others, we are acting in a manner contrary to that goal. Tesla will not initiate patent lawsuits against anyone who, in good faith, wants to use our technology. When I started out with my first company, Zip2, I thought patents were a good thing and worked hard to obtain them. And maybe they were good long ago, but too often these days they serve merely to stifle progress, entrench the positions of giant corporations and enrich those in the legal profession, rather than the actual inventors. After Zip2, when I realized that receiving a patent really just meant that you bought a lottery ticket to a lawsuit, I avoided them whenever possible. At Tesla, however, we felt compelled to create patents out of concern that the big car companies would copy our technology and then use their massive manufacturing, sales and marketing power to overwhelm Tesla. We couldn’t have been more wrong. The unfortunate reality is the opposite: electric car programs (or programs for any vehicle that doesn’t burn hydrocarbons) at the major manufacturers are small to non-existent, constituting an average of far less than 1% of their total vehicle sales. Given that annual new vehicle production is approaching 100 million per year and the global fleet is approximately 2 billion cars, it is impossible for Tesla to build electric cars fast enough to address the carbon crisis. By the same token, it means the market is enormous. Our true competition is not the small trickle of non-Tesla electric cars being produced, but rather the enormous flood of gasoline cars pouring out of the world’s factories every day. We believe that Tesla, other companies making electric cars, and the world would all benefit from a common, rapidly-evolving technology platform. Technology leadership is not defined by patents, which history has repeatedly shown to be small protection indeed against a determined competitor, but rather by the ability of a company to attract and motivate the world’s most talented engineers. We believe that applying the open source philosophy to our patents will strengthen rather than diminish Tesla’s position in this regard.[431]

They claimed that a mountain bike, surfboard, and fifty-inch TV could lie flat inside—at the same time. Instead of storing the batteries in a giant box in the trunk, as they’d done with the Roadster, Straubel’s team imagined them in a shallow rectangular box beneath the floor. A motor, much smaller than the typical gas-powered engine, would be fitted between the back wheels. With the bulk of the drivetrain beneath the car instead of under the hood, it opened up a ton of interior room.

We are revolutionizing the auto purchase and ownership experience,” Blankenship told the San Jose Mercury News. “At a typical car dealership, the goal of the dealer is to sell you a car that’s on the lot. At Tesla, we’re selling you a car that you design. The shift is people say: ‘I want this car.’ 

GM, Ford, Toyota, and BMW have grown into global icons that design, build, and sell tens of millions of vehicles each year. Those car purchases have come to represent more than just an appliance; they convey independence and status, a symbol of the American Dream and, more and more so, the Global Dream.

It took Apple 42 years to reach $1 trillion in value, and 20 weeks to accelerate from $1 trillion to $2 trillion (March to August 2020). In those same weeks, Tesla became not only the most valuable car company in the world, but more valuable than Toyota, Volkswagen, Daimler, and Honda … combined.

Large corporations now owned dozens, if not hundreds, of franchises. AutoNation Inc., a publicly traded car seller based in Florida, was the largest with 265 franchises in the U.S., selling everything from Chevrolet to BMW. In 2012, AutoNation employed 21,000 people (compared to the 2,964 full-time workers at Tesla). Its largest shareholder was Microsoft co-founder Bill Gates, who invested $177 million in the business that year. The company generated $8.9 billion in revenue off the sale of more than a quarter of a million new vehicles.

Largely thanks to Tesla’s success, the U.S. federal tax credit for buying a fully electric car would begin to phase out on January 1, dropping to $3,750 from $7,500. Midyear it would go to $1,875. By year’s end it would be gone.

When Tesla first revealed the Roadster, they hoped to get 100 buyers willing to put down $100,000. It took a few weeks to do that. The Model S collected 3,000 pre-orders in the months after it was revealed. But this was unlike anything they had expected. Tens of thousands of people were signing up for the car, sight unseen. Then hundreds of thousands. The team was floored, searching for words. It was all so jarring: If you computed Tesla’s anticipated build rate for the Model 3, the reservations alone that night ate up the first few years of planned production.

To many, the differences between the Model 3 and the Model S were hard to spot. And that, in itself, was the stunning thing: A car with a promised starting price of $35,000 might easily be mistaken for its $100,000 predecessor. The night was a spectacular coup.

Tesla How a New Kind of Company Made Electric Cars Cool, and Remade the Automotive and Energy Industries By Charles Morris

Huebner predicted that it would take people about five years to catch on to his thinking, and this forecast proved almost exactly right. Around 2010, Peter Thiel, the PayPal cofounder and early Facebook investor, began promoting the idea that the technology industry had let people down. “We wanted flying cars, instead we got 140 characters” became the tagline of his venture capital firm Founders Fund. In an essay called “What Happened to the Future,” Thiel and his cohorts described

An upcoming platform combining two of the X1 chips can process data collected from up to 12 high-definition cameras monitoring traffic, blind spots and other safety conditions in driver assistance systems, Huang said. Combined with next-generation software, the chips can help detect and read road signs, recognize pedestrians and detect braking vehicles, he said. Santa Clara, California-based Nvidia in recent years has been expanding beyond its core business of designing high-end graphics chips for personal computers. After struggling to compete against larger chipmakers like Qualcomm in smartphones and tablets, Nvidia is now increasing its focus on using its Tegra mobile chips in cars and is already supplying companies including Audi, BMW and Tesla.

Next time a car ad appears on your television, pause for a moment and really listen to what’s being said. When you realize that the Volkswagen sign-and-drive “event” is code for “we’re making the experience of buying a car slightly less miserable than usual,” you’ll start to appreciate just how low the automotive industry has sunk. In

Failure can feel like the ultimate death sentence, but it’s actually a step forward. When we fail, life is pushing us in a different direction so we can experience something new. One adventure has ended and another is about to begin, because it must. Think of your activities in life as scientific experiments. Scientists expect the vast majority of their tests to fail, but they still view each test as a step forward, regardless of the outcome. This is because each failed test rules out that particular approach, narrowing the remaining scope of potential solutions. You might be thinking, “What if all of my experiments fail until the day I die?” Great question. That might happen, depending on how you define failure and success. Here’s the magical solution to that problem: The results of your experiments are of little consequence. Only the experiments themselves matter. The old platitude is true: It’s about the journey, not the destination. Doing experiments will account for 99% of your time on this earth. That’s the journey. The result of your experiments is the other 1%. If you enjoy 99% of your life (the time spent in experimentation), who cares about the results? This is how to remove the problem of failure. Failure is just a temporary result. Its effect is as big or as small as you allow it to be. Elon Musk is becoming a household name. He cofounded Paypal. He now runs two companies simultaneously. The first, Tesla Motors, builds electric cars. The second, SpaceX, builds rocket ships. Many people think of Elon Musk as a real-world Iron Man—a superhero. He’s a living legend. He works extremely hard, and he’s brilliant. Did you know that Elon Musk never worked at Netscape? This is interesting because he actually wanted to work there very badly. He applied to Netscape while he was in grad school at Stanford, but never received a response. He even went to Netscape’s lobby with resume in hand, hoping to talk to someone about getting a job. No one in the lobby ever spoke to Elon that day. After getting nervous and feeling ashamed of himself, he walked out. That’s right. Elon Musk failed to get hired at Netscape. The recruiting managers didn’t see a need for him, and he was too ashamed to keep badgering them. So what happened next? Well, we know what happened from there. Musk went on to become one of the most successful and respected visionaries of our time.[30] Take a deep breath and realize that there are no life-ending failures, only experiments and results. It’s also important to realize that you are not the failure—the experiment is the failure. It is impossible for a person to be a failure. A person’s life is just a collection of experiments. We’re meant to enjoy them and grow from them. If you learn to love the process of experimentation, the prospect of failure isn’t so scary anymore.

The second thing is, when you are trying to go 10 times bigger, you have to start with a clean sheet of paper, and you approach the problem completely differently. I’ll give you my favorite example: Tesla. How did Elon start Tesla and build from scratch the safest, most extraordinary car, not even in America, but I think in the world? It’s by not having a legacy from the past to drag into the present. That’s important.

What in the—? My begonias!” he heard someone say behind him. Nick looked over his shoulder. A small but muscular woman in sweaty workout clothes was stepping out of a big shiny car in the neighbor’s driveway. She was gaping in horror at the chewed-up flowerbed and the smoking lawn mower. Scowling, she turned toward Uncle Newt’s house. And the scowl didn’t go away when she noticed Nick looking back at her. In fact, it got scowlier. Nick smiled weakly, waved, and hurried into the house. He closed the door behind him. “Whoa,” he said when his eyes adjusted to the gloom inside. Cluttering the long hall in front of him were dozens of old computers, a telescope, a metal detector connected to a pair of bulky earphones, an old-fashioned diving suit complete with brass helmet, a stuffed polar bear (the real, dead kind), a chainsaw, something that looked like a flamethrower (but couldn’t be … right?), a box marked KEEP REFRIGERATED, another marked THIS END UP (upside down), and a fully lit Christmas tree decorated with ornaments made from broken beakers and test tubes (it was June). Exposed wires and power cables poked out of the plaster and veered off around every corner, and there were so many diplomas and science prizes and patents hanging (all of them earned by Newton Galileo Holt, a.k.a. Uncle Newt) that barely an inch of wall was left uncovered. Off to the left was a living room lined with enough books to put some libraries to shame, a semitransparent couch made of inflated plastic bags, and a wide-screen TV connected by frayed cords to a small trampoline.

In 2016, Tesla announced that every new vehicle would be equipped with all the hardware it needs to drive autonomously, including a bevy of sensors and an onboard computer running a neural network.2 The kicker: the autonomous AI software won’t be fully deployed. As it turns out, Tesla will test drivers against software simulations running in the background on the car’s computer. Only when the background program consistently simulates moves more safely than the driver does will the autonomous software be ready for prime time. At that point, Tesla will release the program through remote software updates. What this all means is that Tesla drivers will, in aggregate, be teaching the fleet of cars how to drive.

Most car dealers make the majority of their profits from servicing cars. They treat vehicles like a subscription service, expecting people to visit their service centers multiple times a year for many years. This is the main reason dealerships have fought to block Tesla from selling its cars directly to consumers.

Another testing procedure required that the Roadsters go into a special cooling chamber to check how they would respond to frigid temperatures. Not wanting to pay the exorbitant costs to use one of these chambers, the Tesla engineers opted to rent an ice cream delivery truck with a large refrigerated trailer. Someone would drive a Roadster into the truck, and the engineers would don parkas and work on the car.

As Musk put it, “Try to imagine explaining that you’re investing in an electric car company, and everything you read about the car company sounds like it is shit and doomed and it’s a recession and no one is buying cars.” All Musk had to do to dig Tesla out of this conundrum was lose his entire fortune and verge on a nervous breakdown.

Blankenship described Tesla’s version, an obvious homage to Apple marketing, regarding how to sell its $150,000-plus Roadster. “Zero to sixty in 3.7 seconds,” he said. “Well, that’s impossible. Nope. Get in the car and ride it and you’ll see, it’s zero to sixty in 3.7 seconds. Two hundred forty-five miles on a charge. That’s impossible. Nope, not in our cars. So what happens is you begin developing a customer who wants your car. It’s not about price, it’s about wanting the car.

Hudson Creek is a decaying strip of buildings on either side of the highway, clinging to the road like barnacles on a rotting pier. If this were an ecosystem, I’d say it was on the verge of collapse. FOR SALE signs litter stretches of property with dilapidated buildings that look like they haven’t had two-legged occupants in years. Occasionally I spot signs of life. Aluminum-sided trailers covered in faded paint with clothes dangling nearby on lines. Someone lives there, if this is what you can call living. I’ve seen plenty of poverty in my travels. Not all of it radiates despair. I’ve been to slums where the electricity falters at night, but the live music keeps going. I’ve visited shantytowns where a new pair of shoes is as rare as a Tesla, yet people wear homespun clothes as vibrant as any I’ve seen. Hudson Creek has none of that. There’s no new construction. No signs that the town is fighting for life. The only things not falling apart are the shiny new cars I occasionally spot in weed-infested driveways. These people have mixed-up priorities. Or do they? Would you invest in landscaping if you knew your property values were going to keep declining? Maybe it’s better to spend your money on an escape pod with leather seats and a Bluetooth system.

Phase 5: The Perfect Day Knowing what you want your life to look like three years from now, what do you need to do today to make this happen? This phase brings you to your perfect day—today—and you can see how you’d like your day to unfold: starting your morning alert and excited, having a great meeting with amazing colleagues, feeling full of ideas, nailing that presentation, meeting up with friends after work, having a delicious dinner with your mate, playing with your kid before bed. When you see your perfect day unfolding, you’re priming your brain’s reticular activating system (RAS) to notice the positives. The RAS is that component of your brain that helps you notice patterns. In a common example, when you buy a new car, say, a white Tesla Model S, all of a sudden you start to notice more Model S cars on the roads. The same effect happens here. So, let’s say you imagine your lunch meeting today going well—great ideas, wonderful food, amazing ambiance. A few hours later, you’re actually at that meeting—and the waiter screws up your order. Because you’ve imagined a beautiful reality, your RAS is more likely to pay attention to the ambiance, the company, and the food than to the screw-up, because you told it to. You see? You’re training your brain to ignore the negative and embrace the positive. You don’t have to change the world. You just have to change what you pay attention to in the world. And that, it turns out, is hugely powerful.

He gave a speech, saying we would work on Saturdays and Sundays and sleep under desks until it got done. Someone pushed back from the table and argued that everyone had been working so hard just to get the car done, and they were ready for a break and to see their families.

We don't have the keys, Rhys. And you can't drive a Tesla drunk. I know the damn thing drives itself, but that can't be allowed. If that's allowed, next thing you know people will be strapping their kids in and sending them to nursery in a car with no driver! Society has gone to hell." I shake my head and think about waving a fist in the air like an old man. Because I'm fucking old.

the vehicle handled like a sports car, drove as smoothly as a Rolls-Royce, held as much as a Chevy Equinox, and was more efficient than a Toyota Prius.

Musk’s insistence on explaining the early origins of his passion for electric cars, solar energy, and rockets can come off as insecure. It feels as if Musk is trying to shape his life story in a forced way. But for Musk, the distinction between stumbling into something and having intent is important

Most car dealers make the majority of their profits from servicing cars. They treat vehicles like a subscription service, expecting people to visit their service centers multiple times a year for many years. This is the main reason dealerships have fought to block Tesla from selling its cars directly to consumers.* “The ultimate goal is to never have to bring your car back in after you buy

This is one of the most profoundly serious decisions we can make. Program a machine that can foreseeably lead to someone’s death,” Lin said. “When we make programming decisions, we expect those to be as right as we can be.” What right looks like may differ from company to company, but according to Lin, automakers have a duty to show that they have wrestled with these complex questions — and publicly reveal the answers they reach. Lin said he has discussed the ethics of driverless cars with Google, as well as automakers including Tesla, Nissan and BMW. As far as he knows, only BMW has formed an internal group to study the issue. Many automakers remain skeptical that cars will operate completely without drivers, at least not in the next five or 10 years. Uwe Higgen, head of BMW’s group technology office in Silicon Valley, said the automaker has brought together specialists in technology, ethics, social impact, and the law to discuss a range of issues related to cars that do ever-more driving instead of people.

Tesla, which has defied larger carmakers by making money out of its luxury electric vehicles, will allow competitors to use its patents in a gamble that it hopes will bring down industry costs and open up new business opportunities. “We believe that Tesla, other companies making electric cars and the world would all benefit from a common, rapidly evolving technology platform,” Mr Musk said. “Tesla will not initiate patent lawsuits against anyone who, in good faith, wants to use our technology.

What Musk had done that the rival automakers missed or didn’t have the means to combat was turn Tesla into a lifestyle. It did not just sell someone a car. It sold them an image, a feeling they were tapping into the future, a relationship. Apple did the same thing decades ago with the Mac and then again with the iPod and iPhone. Even those who were not religious about their affiliation to Apple were sucked into its universe once they bought the hardware and downloaded software like iTunes. This sort of relationship is hard to pull off if you don’t control as much of the lifestyle as possible. PC makers that farmed their software out to Microsoft, their chips to Intel, and their design to Asia could never make machines as beautiful and as complete as Apple’s. They also could not respond in time as Apple took this expertise to new areas and hooked people on its applications. You

The big car companies are so derivative.

couple of the guys at Tesla really liked cars and another one had created a series of science fair projects based on technology that the automotive industry considered ridiculous. What’s more, the founding team had no intention of turning to Detroit for advice on how to build a car company. No, Tesla would do what every other Silicon Valley start-up had done before it, which was hire a bunch of young, hungry engineers and figure things out as they went along.

However, if something did go wrong with the car, Tesla would come pick it up and give the customer a loaner while it repaired the Model S.

innovation—perhaps from the translation world’s equivalent of Uber, a taxi app. Software is unlikely to replace the translators, but it could co-ordinate their work with clients more efficiently. Smartling, an American company which seeks to cut out middlemen in this way, has clients including Tesla, an electric carmaker, and Spotify, a music-streaming service. Jochen Hummel, a pioneer in translation memory, says that a real breakthrough would come from combining software, memory and content management in a single database. But making money may still be tricky. The American tech titan has not tried to commercialise Google Translate. A former executive says the firm experimented with content-management software but “decided to focus on easier stuff, like self-driving cars.