Quite the opposite, actually.
Welcome to the evolving reality of
Owning a piece of the next generation of personal transportation is not a birthright for
The not-invented-here arrogance that for decades typified the business and engineering leadership of
The stakes are huge. Leadership in the trifecta of mobility, autonomy and electrification could deliver the winner(s) a chunk of an emerging industry expected to be measured in trillions of annual revenue. The consensus emerging, and underscored by the Ford-Rivian deal, is that getting there depends on time, partnership and the maturity to understand that no one company alone possesses all the tools to get there.
“We have a very deep respect for what the auto industry is capable of today,” said Rivian’s founder and CEO
Exactly right. The hype that assumed
“The tipping point approaches, and if you wait too long, you can’t recover,” said
Not too long ago, those eight words wouldn’t be uttered by a
In the decade since the Obama auto task force and American taxpayers financed the bankruptcies of
Musk’s over-the-air software updates are raising consumer expectations, even if his “production hell” manufacturing gaffes, missed targets and openly derisive attitude toward the global auto industry’s expertise in general, and
But emulate? Not anymore, thank you. To hear Rivian’s Scaringe talk about his company’s capabilities — modular network architecture to move and control data in vehicles, for example — is to hear a entrepreneur who’s a) learned from a Musk mistake or two and b) understands that automakers like
He’s not alone. Even as investors continue to question the pace and arc of change at
In an office park not far from the
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