Excellent article
@avoigt.
In my own thinking, I summarize my answers to this question in this relatively simple way (after having spent a dozen years in automotive R&D at a top German OEM):
* Executives at established, traditional OEM’s are incapable — due to groupthink and the need for broad consensus (which together were driven by risk aversion inculcated during the bureaucratic infighting that took these executives to the top) — of moving in any new direction until there is compelling market data. That is there must be lots of sales before they can move. Ergo, they will never be first to market and may trail for a long time due to long development cycles.
* R&D is compartmentalized in such a way as to preclude innovation that synthesizes solutions across many ‘academic’ boundaries. Further, OEM R&D is ludicrously inefficient; okay maybe not to the level of the "billion dollar PowerPoint" of some militaries I’ve heard of, but not great especially when compared to someone like, say, a Tesla. R&D may in effect just be a marketing adornment with no significant relevance to the company’s business despite the level of expenditure at some OEM’s.
* OEM’s are process management and marketing organizations with a large dash of combustion engine engineering. To the extent engineers have the reins (and it can be a large extent depending on the OEM), they are mechanical engineers. Creating compelling EV’s requires overthrowing the existing engineering power structure in favor of electrical engineers and software developers. That is hard and probably not doable anywhere.