They should have thought, “wow, this system should be in the rest of our cars and it’s already developed.” Companies can’t identify high performing small teams

They should have thought, “wow, this system should be in the rest of our cars and it’s already developed.” Companies can’t identify high performing small teams, because the managers that run ocean liners and tankers can’t understand how to run a small ship — and the incentives are generally reversed or at least radically different. You can be assured it was a bean counter not an engineer or product person for sure — said with love.