Good point, I should define my terms better. I mean holding the product and how it's built above MBA stuff, which is the part I admire about Musk companies. If they want to cut costs, they typically find a new technique or new process to build a part, instead of reaching for typical MBA levers like new suppliers or outsourcing.

Your point about transforming intractability is cogent and I think we agree. To your last point about polymath tactics, you're right to a degree, but you can also watch Everyday Astronaut's SpaceX factory tour and realize that it's far more than a basic understanding, which is probably a big part of SpaceX's wild success.