Tesla Motors Quotes

As I uttered these inspiring words the idea came like a flash of lightning and in an instant the truth was revealed. I drew with a stick on the sand the diagram shown six years later in my address before the American Institute of Electrical Engineers, and my companion understood them perfectly. The images I saw were wonderfully sharp and clear and had the solidity of metal and stone, so much so that I told him, "See my motor here; watch me reverse it." I cannot begin to describe my emotions. Pygmalion seeing his statue come to life could not have been more deeply moved. A thousand secrets of nature which I might have stumbled upon accidentally, I would have given for that one which I had wrested from her against all odds and at the peril of my existence ...

Henry Ford failed in business several times and was flat broke five times before he founded the Ford Motor Company.

Daimler uses Tesla’s battery packs; Mercedes-Benz uses a Tesla powertrain; Toyota uses a Tesla motor. General Motors has even created a task force to track Tesla’s next moves. But

His name was Nikola Tesla, and his inventions included the induction motor, the electrical-power distribution system, fluorescent and neon lights, wireless communication, remote control, and robotics.

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.

He borrowed $28,000 and founded a software company that produced an online city guide for the newspaper publishing industry. He sold it to Compaq for $341 million four years later. He netted $22 million from that sale and immediately plowed the profits into a new company called X.com, which would evolve into PayPal. In 2002, eBay bought PayPal for $1.5 billion, from which Musk received $165 million. Flush with cash, he harnessed these funds to fulfill his dreams, creating SpaceX and Tesla Motors.

to have an electric motor that required no outside source of power. This sounds impossible because it violates all current scientific thought.  Nevertheless, it has been invented and H.R. Johnson has been issued a patent No. 4,151,431 on April 24, 1979 on such a device. This new design although originally suggested by Tesla in 1905, is a permanent magnet motor.  Mr.

[ Dr. Lois Jolyon West was cleared at Top Secret for his work on MKULTRA. ] Dr. Michael Persinger [235], another FSMF Board Member, is the author of a paper entitled “Elicitation of 'Childhood Memories' in Hypnosis-Like Settings Is Associated With Complex Partial Epileptic-Like Signs For Women But Not for Men: the False Memory Syndrome.” In the paper Perceptual and Motor Skills,In the paper, Dr. Persinger writes: On the day of the experiment each subject (not more than two were tested per day) was asked to sit quietly in an acoustic chamber and was told that the procedure was an experiment in relaxation. The subject wore goggles and a modified motorcycle helmet through which 10-milligauss (1 microTesla) magnetic fields were applied through the temporal plane. Except for a weak red (photographic developing) light, the room was dark. Dr. Persinger's research on the ability of magnetic fields to facilitate the creation of false memories and altered states of consciousness is apparently funded by the Defense Intelligence Agency through the project cryptonym SLEEPING BEAUTY. Freedom of Information Act requests concerning SLEEPING BEAUTY with a number of different intelligence agencies including the CIA and DEA has yielded denial that such a program exists. Certainly, such work would be of direct interest to BLUEBIRD, ARTICHOKE, MKULTRA and other non-lethal weapons programs. Schnabel [280] lists Dr. Persinger as an Interview Source in his book on remote viewing operations conducted under Stargate, Grill Flame and other cryptonyms at Fort Meade and on contract to the Stanford Research Institute. Schnabel states (p. 220) that, “As one of the Pentagon's top scientists, Vorona was privy to some of the strangest, most secret research projects ever conceived. Grill Flame was just one. Another was code-named Sleeping Beauty; it was a Defense Department study of remote microwave mind-influencing techniques ... [...] It appears from Schnabel's well-documented investigations that Sleeping Beauty is a real, but still classified mind control program. Schnabel [280] lists Dr. West as an Interview Source and says that West was a, “Member of medical oversight board for Science Applications International Corp. remote-viewing research in early 1990s.

In 1976, while involved in research at the New York Public Library, I stumbled upon a strange text entitled Return of the Dove which claimed that there was a man not born of this planet who landed as a baby in the mountains of Croatia in 1856. Raised by “earth parents,” an avatar had arrived for the sole purpose of inaugurating the New Age. By providing humans with a veritable cornucopia of inventions, he had created, in essence, the technological backbone of the modern era.1 His name was Nikola Tesla, and his inventions included the induction motor, the electrical-power distribution system, fluorescent and neon lights, wireless communication, remote control, and robotics.

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.

In a simple description, Hyperloop is conceptualized to be the 5th mode of transportation that has the speed of a bullet train, powered by solar energy, and the overall design that seemed to have been taken from a SyFy film.  This hyper-speedy transportation also targets to transport people in just a matter of minutes.

Electric vehicles won’t displace ICE vehicles because they save money (except in the commercial realm), or even because of their very real environmental benefits. They will win out in the end because they’re better. They’re more fun and more convenient to drive, they’re safer, they require less maintenance, they offer more interior space, and their technological superiority enables all kinds of high-tech features that will someday seem as necessary as the AC and the stereo do today.

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.

Keeping your body sound is a statement of appreciation to the entire universe.

Some additional stats: according to Tesla, the upgraded S will be able to run the quarter mile in 10.9 seconds and reach 155 mph in 22% less time. Ludicrous Mode will also be available on the upcoming Model X crossover SUV. Musk estimates the Ludicrous Mode-equipped Model X cars to be able to hit 60 mph in 3.2 seconds.

The route is also parallel to the corridor of Interstate 5. The journey that stretches this route would be completed within just 35 minutes with a maximum speed of 760 mph.

The most valuable blessing we can offer anybody is our consideration.

By the time this book reaches your hands, it’s quite possible that Musk and SpaceX will have managed to land a rocket on a barge at sea or back on a launchpad in Florida. Tesla Motors may have unveiled some of the special features of the Model X. Musk could have formally declared war on the artificial intelligence machines coming to life inside of Google’s data centers. Who knows?

electric motor to power a car. The motor he built measured a mere 40 inches long and 30 inches across, and produced about 80 horsepower. Under the hood was the engine: a small, 12-volt storage battery and two thick wires that went from the motor to the dashboard. Tesla connected the wires to a small black box, which he had built the week before with components he bought from a local radio shop. “We now have power,” he said. This mysterious device was used to rigorously test the car for eight days, reaching speeds of 90 mph. He let nobody inspect the box, and cryptically said that it taps into a “mysterious radiation which comes out of the aether,” and that the energy is available in “limitless quantities.” The public responded superstitiously with charges of “black magic” and alliances with sinister forces of the universe. Affronted, he took his black box back with him to New York City and spoke nothing further of it.

While at Disneyland a few months earlier on a date with his wife, Eberhard had come up with the name Tesla Motors, both to pay homage to the inventor and electric motor pioneer Nikola Tesla and because it sounded cool.

Dropbox, the cloud storage company mentioned previously that Sean Ellis was from, cleverly implemented a double-sided incentivized referral program. When you referred a friend, not only did you get more free storage, but your friend got free storage as well (this is called an “in-kind” referral program). Dropbox prominently displayed their novel referral program on their site and made it easy for people to share Dropbox with their friends by integrating with all the popular social media platforms. The program immediately increased the sign-up rate by an incredible 60 percent and, given how cheap storage servers are, cost the company a fraction of what they were paying to acquire clients through channels such as Google ads. One key takeaway is, when practicable, offer in-kind referrals that benefit both parties. Although Sean Ellis coined the term “growth hacking,” the Dropbox growth hack noted above was actually conceived by Drew Houston, Dropbox’s founder and CEO, who was inspired by PayPal’s referral program that he recalled from when he was in high school. PayPal gave you ten dollars for every friend you referred, and your friend received ten dollars for signing up as well. It was literally free money. PayPal’s viral marketing campaign was conceived by none other than Elon Musk (now billionaire, founder of SpaceX, and cofounder of Tesla Motors). PayPal’s growth hack enabled the company to double their user base every ten days and to become a success story that the media raved about. One key takeaway is that a creative and compelling referral program can not only fuel growth but also generate press.

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.

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]

When they fall apart it’s usually for one of three reasons: You focus on making one amazing thing but forget that it has to be part of a single, fluid experience. [See also: Figure 3.1.1, in Chapter 3.1.] So you ignore the million little details that aren’t as exciting to build—especially for V1—and end up with a neat little demo that doesn’t actually fit into anyone’s life. Conversely, you start with a disruptive vision but set it aside because the technology is too difficult or too costly or doesn’t work well enough. So you execute beautifully on everything else but the one thing that would have differentiated your product withers away. Or you change too many things too fast and regular people can’t recognize or understand what you’ve made. That’s one of the (many) issues that befell Google Glass. The look, the technology—it was all so new that people had no idea what to do with it. There was no intuitive understanding of what the thing was for. It’s as if Tesla decided out the gate to build electric cars with five wheels and two steering wheels. You can change the motor, change the dash—but it still has to look like a car. You can’t push people too far outside their mental model. Not at first.

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.

When we started Nalanda in 2007, there was a lot of buzz around a company called Eicher Motors led by a young, dynamic guy called Siddhartha Lal. Lal had inherited a hodgepodge of poor-quality businesses from his father in 2004. They manufactured motorcycles, footwear, garments, tractors, trucks, auto components, and a few other products, and none was an industry leader. In a remarkably bold strategic move, Lal decided to divest thirteen of the fifteen businesses to focus on just two products: trucks and motorcycles.30 Almost every analyst was gung ho about the future of Eicher; they were all taken in by its dynamic leader who was aggressively culling businesses, something that Indian firms rarely did. However, in 2007, this was a turnaround story with no empirical evidence of success. The company’s biggest hit, the Enfield Classic motorcycle, was launched only in 2010. We decided not to invest in the business. By the 2010s, the company’s motorcycles had taken on cult status in the Indian consumer’s mind. Sales exploded from just 52,000 units in 2009 to 822,000 units in 2019: a sixteen-fold growth. If you had listened to what we had to say about the business, you would not have invested. Your opportunity loss? Seventy times your money from 2007 until 2021. Tesla and Eicher Motors are the kinds of type II error we will inevitably commit because we reject highly indebted businesses, rapidly evolving industry landscapes, and turnarounds.

Eberhard had come up with the name Tesla Motors, both to pay homage to the inventor and electric motor pioneer Nikola Tesla and because it sounded cool.

The U.S. Patent Office issued him a patent No. 3,809,978. Although he approached many concerns for marketing, no one really seemed to be interested.  To this day, his unique system is still not on the market. In the 1970's, an inventor used an Ev Gray generator, which intensified battery current, the voltage being induced to the field coils by a very simple programmer (sequencer).  By allowing the motor to charge separate batteries as the device ran, phenomenally tiny currents were needed.  The device was tested at the Crosby Research Institute of Beverly Hills California; a 10 horsepower EMA motor ran for over a week (9 days) on four standard automobile batteries.  The inventors estimated that a 50 horsepower electric motor could traverse 300 miles at 50 M.P.H. before needing a re charge.

Tesla, in his letter to Johnson, to claim he had already developed such a device and had revealed the underlying physical laws. Other U.S. patents have been filed: (#3,811,058, #3,879,622, and #4,151,4310), for example,  for motors that  run exclusively on permanent energy,  seemingly tapping into energy

Tesla applied for a patent on an electrical coil that is the most likely candidate for a non mechanical successor of his energy extractor. This is his “Coil for Electro magnets,” patent #512,340. It is a curious design, unlike an ordinary coil made by turning wire on a tube form, this one uses two wires laid next to each other on a form but with the end of the first one connected to the beginning of the second one. In the patent Tesla explains that this double coil will store many times the energy of a conventional coil.   The patent, however, gives no hint of what might have been its more unusual capability. In an article for Century Magazine, Tesla compares extracting energy from the environment to the work of other scientists who were, at that time, learning to condense atmospheric gases into liquids. In particular, he cited the work of a Dr. Karl Linde who had discovered what Tesla described as a self-cooling method for liquefying air. As Tesla said, “This was the only experimental proof which I was still wanting that energy was obtainable from the medium in the manner contemplated by me.” What ties the Linde work with Tesla's electromagnet coil is that both of them used a double path for the material they were working with. Linde had a compressor to pump the air to a high pressure, let the pressure fall as it traveled through a tube, and then used that cooled air to reduce the temperature of the incoming air by having it travel back up the first tube through a second tube enclosing the first. The already cooled air added to the cooling process of the machine and quickly condensed the gases to a liquid. Tesla's intent was to condense the energy trapped between the earth and its upper atmosphere and to turn it into an electric current. He pictured the sun as an immense ball of electricity, positively charged with a potential of some 200 billion volts. The Earth, on the other hand, is charged with negative electricity. The tremendous electrical force between these two bodies constituted, at least in part, what he called cosmic-energy. It varied from night to day and from season to season but it is always present. Tesla's patents for electrical generators and motors were granted in the late 1880's. During the 1890's the large electric power industry, in the form of Westinghouse and General Electric, came into being. With tens of millions of dollars invested in plants and equipment, the industry was not about to abandon a very profitable ten-year-old technology for yet another new one. Tesla saw that profits could be made from the self-acting generator, but somewhere along the line, it was pointed out to him, the negative impact the device would have on the newly emerging technological revolution of the late 19th and early 20th centuries. At the end of his article in Century he wrote: “I worked for a long time fully convinced that the practical realization of the method of obtaining energy from the sun would be of incalculable industrial value, but the continued study of the subject revealed the fact that while it will be commercially profitable if my expectations are well founded, it will not be so to an extraordinary degree.

There are dozens, if not hundreds of individuals around the planet who have built similar devices that operate on the same basic principles.  The pioneers in this field are Lester Hendershot, inventor of the "Power Capture Unit" (1920s); and the late Floyd "Sparky" Sweet, inventor of the Vacuum Triode Amplifier (VTA) or Space Quantum Modulator (1986). West referred to an inventor in Bullhead City, Earl Davenport, who has a set-up very similar to his, and speculated that his "over unity," (more power coming out than put in) was purportedly confirmed by Walter Rosenthal and is a function of high-power lines nearby.  Across the river, not ten miles away, in Laughlin Nevada, is a large power plant, with high power lines extending from it in all directions. Joseph Newman's motor is another possible variation of this wireless transformer phenomenon, according to West.  It has a super long wire, with decent capacitance.  "Some people build it and claim it works well, others build it and it doesn't work so well.  It just may be the story of ‘location, location, location.’” Continued Research into Wireless Power

disk-turbine motor principle in reverse becomes a very efficient pump. (Tesla's Patent No. 1,061,142) The disk turbine principle is employed in the speedometer, which presents the problem of having to turn the rotary motion of a vehicle’s wheels to

I had several friends from law school who were very enterprising guys, much more so than the average law student. They each started businesses after practicing law at large firms for multiple years. What kind of businesses did they start? They started boutique law firms. This is completely unsurprising if you think about it. They’d spent years becoming good at delivering legal services. It was a field that they understood and could compete in. Their credentials translated too. People learn from what they’re doing and do it again on their own. It’s not just lawyers; the consulting firm Bain and Company was started by seven former partners and managers from the Boston Consulting Group. Myriad boutique investment banks and hedge funds have spun out of large financial organizations. You can see the same pattern in the startup world. After PayPal was acquired by eBay in 2002, its founders and employees went on to found or cofound LinkedIn (Reid Hoffman), YouTube (Steve Chen, Jawed Karim, and Chad Hurley), Yelp (Russel Simmons and Jeremy Stoppelman), Tesla Motors (Elon Musk), SpaceX (Musk again), Yammer (David Sacks), 500 Startups (Dave McClure), and many other companies. PayPal’s CEO, Peter Thiel, famously made a $500,000 investment in Facebook that grew to over $1 billion. In this sense, PayPal is one of the most prolific companies of recent times. But if you look at any successful growth company you’ll start to see their alumni show up doing parallel things. Former Apple employees founded or cofounded Android, Palm, Nest, and Handspring, companies that revolve around devices. Former Yahoo! employees founded Ycombinator, Cloudera, Hunch.com, AppNexus, Polyvore, and many other web-oriented companies. Organizations give rise to other organizations like themselves.

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.

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.

Many such top performers overcame their average—or even below-average—intellects and nonexistent aptitudes to develop outstanding abilities in disciplines such as chess, music, business, and medicine. Examples of such remarkable transformations abound throughout history. Henry Ford failed in business several times and was flat broke five times before he founded the Ford Motor Company. In his youth, Thomas Edison’s teachers told him he was “too stupid to learn anything.” Beethoven was so awkward on the violin that his teachers believed him hopeless as a composer.

Born in 1856 in Croatia, Tesla was a talented engineer and physicist who impressed the scientific world with his invention of the electromagnetic induction motor.

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.

Let’s look at how some successful brands we all know about have positioned the purchasing of their products as the resolution to external, internal, and philosophical problems: TESLA MOTOR CARS: Villain: Gas guzzling, inferior technology External: I need a car. Internal: I want to be an early adopter of new technology. Philosophical: My choice of car ought to help save the environment. NESPRESSO HOME COFFEE MACHINES: Villain: Coffee machines that make bad coffee External: I want better-tasting coffee at home. Internal: I want my home coffee machine to make me feel sophisticated. Philosophical: I shouldn’t have to be a barista to make a gourmet coffee at home. EDWARD JONES FINANCIAL PLANNING: Villain: Financial firms that don’t listen to their customers External: I need investment help. Internal: I’m confused about how to do this (especially with all the tech-driven resources out there). Philosophical: If I’m going to invest my money, I deserve an advisor who will thoughtfully explain things in person.

Musk of PayPal, SpaceX, and Tesla Motors, a choice some readers protested. A conversation ensued online about what makes someone an inventor. You put Elon Musk at the top of the list of candidates for the greatest living inventor. You do not, however, mention a single invention credited to Mr. Musk. Nor are any such inventions mentioned in the various online biographies of Mr. Musk. Are you not confusing inventor with businessman? Peter Blau

along with his ticket, passport, and luggage, Tesla still managed to make it aboard the steamship. A mutiny broke out during the voyage, and he got caught in the middle of a battle royale between crewmates. Tesla was arrested, pleaded innocence, and was released, and finally arrived to New York City on June 6, 1884. He had nothing but a few cents in his pocket, a few poems, calculations for a flying machine he dreamed of building one day, and the letter of recommendation. He went straight to meet his hero, Edison, and was starstruck. He briefly described the engineering work he had done for Edison’s company, and talked about his plans for an alternating current motor. Direct current was barely a decade old when Tesla

Examples of such remarkable transformations abound throughout history. Henry Ford failed in business several times and was flat broke five times before he founded the Ford Motor Company.

On July 1, 2003, Eberhard and Tarpenning incorporated their new company. While at Disneyland a few months earlier on a date with his wife, Eberhard had come up with the name Tesla Motors, both to pay homage to the inventor and electric motor pioneer Nikola Tesla and because it sounded cool.

The tech start-up world from which Musk hails embraces disruption as one of its organizing principles, encouraged in part by the influential blog TechCrunch, which named its flagship conference, TechCrunch Disrupt, for the concept. Silicon Valley’s budding capitalists have long been encouraged to use their software prowess and processes to disrupt existing industries, and hence we have Facebook, which disrupted the news media industry, Airbnb, which disrupted hotels, and crowdfunding, which disrupted traditional investing. When Ted Craver asked Musk to share his thoughts on disruption with an audience of old-school electricity providers, you could see why the chairman might nervously fiddle with his pen. Could Tesla, with its emerging energy-storage business, disrupt the utilities? It might have come as some comfort to those at the conference that Musk is no fan of disruption. Indeed, he and Straubel were probably there to convince utilities to work with Tesla on energy storage projects that could benefit both parties. But the industry’s fear that it might have been on the wrong side of history would not have dissipated completely. The same was true for at least one auto industry leader. The man who, until May 2017, was CEO of the Ford Motor Company is one person who does appear to be a fan of disruption. Mark Fields, a Harvard business grad and Clayton Christensen follower, was fifty-three when he was appointed to succeed outgoing CEO Alan Mulally.

Recently Elon Musk, the founder of Paypal, SpaceX, and Tesla Motors, imagined using spaceships to make traveling faster on Earth. We all know rockets were invented to carry spacecrafts into space, but Musk’s imagination was altogether on a different spectrum. He presented the idea about using a spaceship, which will start from destination A on Earth, travel into space, (where it will travel much faster since there is no gravity), and then land at destination B on Earth. If this idea works, it could cover the travel between any two locations in the world in less than one hour. You could travel from Shanghai to New York in under 40 minutes.How does that sound for a change? You can see Musk’s amazing video here at Travel Everywhere In Earth Within 30 Minutes.[12

he was reveling in the possibilities inherent in selling a car that behaved like a fighter jet. “Yeah, it’s mad,” he continued, with a dimpled grin. And then he added, “In the option selection, you’ll be able to choose three settings: Normal, Sport, and Insane.” A ripple of laughter washed over the crowd. Then, as if to reassure himself as much as everyone else: “It will actually say ‘Insane.’” He hunched his shoulders forward and laughed. Videos posted by people who had experienced “Insane Mode” during test rides at the event appeared on YouTube the next day. Invariably, the accompanying commentary was littered with expletives and other delighted expressions of shock as the car’s spine-straightening acceleration took effect. In the weeks and months that followed, more reaction videos appeared and spread, with one especially spicy compilation coming to accrue more than ten million views. Insane Mode could be seen as more than just a product feature, more than just a marketing gimmick. It would be the mind-set required to fend off the short-sellers of Tesla’s stock, traditional automakers, political opponents, and an increasingly nervous oil industry. It represented the intensity of fervor needed to win the public over to electric cars. And it was a statement about the velocity of innovation required to transition the world to sustainable energy before the planet’s climate changes beyond repair. Even as a feature for a luxury motor vehicle, though, Insane Mode was audacious in both intent and implication.

Many major automakers have established research centers in Silicon Valley to work on autonomy, including Nissan, Toyota, Mercedes, Ford, and GM. The newcomers—Apple, Lucid Motors, Faraday Future, Byton, and Nio—have made autonomy central to their business models and established software development teams in California. Che He Jia and Singulato Motors are working on the technology in Beijing and Shanghai. In the meantime, other tech companies and start-ups, such as Uber, Lyft, Comma.ai, Nauto, Luminar, Aurora, Caracal, Starsky Robotics, and Zoox, are all chasing variations of the self-driving prize, be it for cars, buses, or trucks.

it was the tzero that ultimately caught their imagination, like it did for Musk. Eberhard, who was growing increasingly worried about global warming, saw potential for commercialization and a chance to show that gasoline wasn’t the only answer for motor vehicles. At the same time, he and Tarpenning had noticed that lithium-ion batteries had been improving at a rapid rate and were getting cheaper, thanks largely to their use in laptop computers. The auto industry, too, no longer seemed as impenetrable as it once was. Since the 1990s, automakers had been outsourcing many aspects of vehicle production, including the sourcing of components and in some cases even assembly. The men figured it would be possible for a start-up to design and build at least a prototype, with the hope of later raising more money to advance their ambitions. If things went well, a low-volume electric sports car with kick-ass acceleration might

his peers have expressed considerably more skepticism. “There is nothing Tesla [can] do that we cannot also do,” Fiat Chrysler CEO Sergio Marchionne said in June 2016. Two years earlier, he had asked customers not to buy the Fiat 500e electric car, because the company lost $14,000 on the sale of each one. Fiat would sell the minimum number of electric cars needed to meet government mandates and “not one more,” he said. In April 2016, Marchionne continued that theme in an interview on the sidelines of his company’s annual meeting, this time responding to the price of the Model 3. If Musk could show him that the car would be profitable at the $35,000 price tag, Marchionne said, “I will copy the formula, add the Italian design flair, and get it to the market within twelve months.” The German automakers have been even more dismissive. In November 2015, Edzard Reuter, the former CEO of Daimler, called Tesla a “joke” and Musk a “pretender,” suggesting in an interview with a German newspaper that Tesla didn’t stand up to serious comparison with “the great car companies of Germany.” Daimler, BMW, and Volkswagen were slow to accept that Tesla could one day challenge their market dominance. “German carmakers have been in denial that electric vehicles can create an emotional appeal to customers,” Arndt Ellinghorst, an automotive analyst at Evercore ISI, told the Los Angeles Times in April 2016. “Many still believe that Tesla is a sideshow catering to a niche product to some tree-hugging Californians and eccentric US hedge fund managers.” GM wasn’t quite so blasé. In 2013, then CEO Dan Akerson established a team within the company to study Tesla, based on the belief that it could be a big disrupter. GM’s Chevrolet Volt, a hybrid sedan that could drive about forty miles in full electric mode, had won Motor Trend’s 2011 Car of the Year, but GM was looking further into the future. At the 2015 Detroit auto show, it unveiled a concept of the Chevy Bolt, a two-hundred-mile electric car that would retail for $30,000 (after a $7,500 rebate from the US government). It was seen as a direct response to Tesla and new CEO Mary Barra’s biggest risk since she took over in 2014. Wired magazine celebrated the Bolt’s impending arrival with a February 2016 cover story about how GM had beaten Tesla “in the race to build a true electric car for the masses

It was 1908 when Henry Ford unveiled the first Model T, a product that would reorient the infrastructure of civilization, and around which civilization would reorient itself. Just over a century later, Elon Musk unveiled the Model S at a time when civilization is more than ready for a cultural rebirth—one that could be catalyzed by something as innocuous as a beautiful car that drives itself. Autonomy, after all, is a term not limited to the automatic control of a motor vehicle. Its meaning also speaks of self-determination. It is through the power of this autonomy that we can turn a revolution into a renaissance.

Stephen Hawking warned against the creation of artificial intelligence saying it could be mankind’s biggest mistake and expressed fears that it may enslave or exterminate us.488 Billionaire tech guru Elon Musk, founder and CEO of SpaceX and Tesla Motors, warned that creating A.I. would be like “summoning a demon.”489 Microsoft founder Bill Gates has also expressed concern about it,490 as well as Apple co-founder Steve Wozniak

The equivalent to AWS on the hardware side is China. Hardware start-ups are able to manage infrastructure limitations and scale much more quickly by tapping into Chinese manufacturing capabilities, either directly or by working with companies like the custom manufacturing design firm PCH. The smart thermostat maker Nest, for example, had only 130 employees when it was acquired by Google for $ 3 billion, largely because it had outsourced all of its manufacturing to China. In contrast, Tesla Motors has seen its growth held back by infrastructure limitations. Due to the complexities of its manufacturing process, Tesla’s production rates have lagged behind those of other automakers, the result being that its award-winning vehicles are almost always sold out, with back orders measured in months and even years. Demand generation is not a problem for Tesla; meeting that demand is.

The following year, the Pierce-Arrow automobile manufacturer and George Westinghouse commissioned Tesla to develop an electric motor to power a car. The motor he built measured a mere 40 inches long and 30 inches across, and produced about 80 horsepower. Under the hood was the engine: a small, 12-volt storage battery and two thick wires that went from the motor to the dashboard. Tesla connected the wires to a small black box, which he had built the week before with components he bought from a local radio shop. “We now have power,” he said. This mysterious device was used to rigorously test

B. Straubel puts together one of Tesla Motors’ early battery packs at his house. Photograph courtesy of Tesla Motors

diagrammed the motor in the sand while his friend watched, unsure of what to think. After all, such a machine was theoretically impossible. In fact, seven years earlier, his professor at a college in Austria ridiculed him for suggesting that direct current generators could