a vastly underrated characteristic seemingly common across all of @elonmusk enterprises: product capabilities continually improve even when they lie askance to the primary vector of improvement for the company; yes, this improvement helps the user experience, will marginally help robotaxi economics, creates a better product, but in no universe does it immediately or materially move the needle on model Y sales. it does mean that Tesla owners have a simply better product. Similarly, starlink is basically the only game in town, and yet its packaging is carefully considered, set up is near instantaneous and user-friendly; these are all things they didn't "need" to do. There is an attention to rate of improvement at the edges of the entire product portfolio that is a manifestation of corporate structure and culture, and given the breadth of products being worked, seems wildly ahistorical. Perhaps it is a function of the ruthless part and process elimination he subjects the organizations to. Very very very good design is the natural end-point of part and process elimination. That Tesla kept taking weight out of the Model X, even after its last and final refresh, is another example, and something no other auto company in history would consider. For the users of his company's products, the impact is subtle and remarkable and compounds. It also, over time, should compound into accelerating economic performance (of which I suspect we will see plenty of evidence over the next couple of years.) Though I think it's fair to say that much of Wall Street does not care for these sorts of niceties, the diffusion curve is long, but it bends towards compounding superiority.