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tfr: Teslal on ju juba sügisest saadik teatav isesõitmise funktsionaalsus põhimõtteliselt olemas, aga see on seni kinni keeratud justnimelt juriidilistel põhjustel.

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Jesper:

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olevtoom: Kes vastutab, kui Sinu automaatauto ajab naabri koera alla?

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Juht vastutab, samamoodi nagu raudteel või lennunduses näiteks. Automaatika lihtsalt võtab inimeselt ära low-level rooli ja pedaalide sõtkumise töö, millega inimesed eriti hästi toime ei tule, ning see asendub lihtsalt süsteemide monitoorimisega.

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Jesper:Näiteks kui on mingi süsteem mis vaatab Tallinn-Tartu maanteel sõites radariga kilomeetri jagu ette ja juhul kui juht tahab rekkast mingit kamikazemöödasõitu teha siis läheb tuluke põlema et nope, will not happen ja auto püsib kenasti oma sõidurajal, siis olukord lihtsalt ei jõua kunagi nii kaugele et oleks vaja üldse mingeid selliseid valikuid teha. Kindlasti leidub mingeid vanakoolimehi kes ütlevad et mingil 0,000001% juhul võib see süsteem ohu vältimist takistada, aga no sama seltskond sõdib ka turvavööde vastu kuna "kinni rihmatuna võid ju autosse sisse põleda", turvapatjade vastu kuna "väiksel kiirusel löövad need näo segi" ning talverehvide vastu, kuna "need tekitavad võltsi ohutunnet".

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Maik:Isesõitvad autod (point-to-point) kindlasti tulevad - kui selleks on ka vastav infra loodud (tihti nähtav tulevikufilmides) ehk siis väga kauge teema meie preaguse arengu mõistes.

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Apple’s cash pile of $179-billion is 20 times the annual capital spending of Ford Motor Co. Its profit is nearly four times higher than that of Toyota Motor Corp., even with the depreciated yen. And its global clout and market value in excess of $740-billion would qualify it for membership in the Group of 20 if it were to become a nation.

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“The issue here is these guys are monsters,” says veteran auto industry executive Tom LaSorda, former chief executive officer of Chrysler LLC. “They’re big, they’re effective, they have cash. I bet you this is being discussed in every boardroom. And if it’s not, they need to give the board a shakedown.”

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Apple’s big advantage over traditional car makers is simple, yet hard to overcome, and it lies in the cloud.

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To ward off the attack of the tech monsters, Mr. Balsillie suggests a defence neither the auto industry nor competition watchdogs seem likely to embrace: Team up and deploy their combined market clout to head them off by coming up with their own value-added model.

“If I were the automotive guys, I would get together … without violating collusion [rules] and grab my competitor’s smartest strategic guy and tell him we have to co-operate before they divide and conquer us.”

Like the record companies and cellphone makers before them, auto makers are focused on besting their main rivals. “They don’t realize there’s a bigger competitor around the corner that can wreck everybody’s business model by introducing their own,” Mr. Balsillie says.

The music industry only needed three majors to team up to offer an effective downloading service like Apple’s. But two of them couldn’t even reach a deal. So Apple, which produces no music and employs no musicians, swooped in.

“They were stuck in their existing competitive world, and tech preys on that,” Mr. Balsillie says. “They count on the entrenched guys being so stuck in their models that they don’t rethink [them], and they know they’re not really capable of topping them on the innovation front.”

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“Tesla validated the commerciality of the electric car and goaded major car makers the world over to get serious about them,” says Steve LeVine, a journalist and adjunct professor at Georgetown University whose latest book, Powerhouse, charts the latest efforts to build a better battery. “Apple’s entry is Tesla on steroids.”

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