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Panasonic finds itself in need of some Tesla-style boldness as it enters its next era

(Credit: Tesla Owners Silicon Valley/Twitter)

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Tesla’s oldest battery partner, Panasonic, is finding itself at a crossroads once more. With Chief Executive Kazuhiro Tsuga poised to step down next June, the massive Japanese conglomerate is feeling some pressure to optimize and streamline itself. To accomplish this, Panasonic may need to channel one of its key battery partners, Tesla, and its CEO, Elon Musk, to make the bold decisions needed to thrive in a new era. 

When Tsuga took Panasonic’s reins eight years ago, he stated that his first priority would be to return the massive conglomerate into a profitable “normal company.” He did not disappoint. Tsuga stemmed a record loss by pulling the company out of the plasma television market and repositioning the firm as an automotive-and-housing conglomerate. The veteran Japanese executive also did something unexpected: he initiated a $5 billion battery manufacturing tie-up with Tesla in 2014. 

Tsuga’s strategy of partnering with Tesla, then an unproven electric car maker, and a CEO known for a Tony Stark-like persona, was considered a courageous move on the Japanese conglomerate’s part. The partnership of the experienced Japanese veteran and assertive US startup bore fruit, with Gigafactory Nevada becoming the world’s largest battery facility. Its operations with Tesla are even closing in on its first annual profit. But the journey to this point was not easy. 

Tesla Gigafactory Nevada battery cell production line (Credit: Super Factories)

As noted in a Financial Times report, Panasonic and Tesla clashed over the years, and these tensions reportedly manifested themselves when the Japanese firm decided to not invest in Gigafactory Shanghai. This resulted in Tesla partnering with other suppliers like LG Chem and Contemporary Amperex Technology Co., Limited (CATL). Tesla has also announced plans to start producing its own 4680 tabless cells for its vehicles and energy storage products. 

As the outgoing Panasonic CEO prepares to step down in June, his promise of running a “normal company” is leaving a bitter aftertaste to the company he will leave behind. Over the years, rivals such as Sony and Hitachi have gone on massive divestment initiatives to streamline their businesses. And while Panasonic has followed a similar path, executives continue to struggle to define what kind of company it is. Newly-appointed chief executive Yuki Kusumi, who is poised to succeed Tsuga, referenced this when he stated that Panasonic could achieve growth if it could optimize businesses that excelled in its portfolio, which currently stretches across a whopping 520 subsidiaries. 

Panasonic establishes a global battery cell production facility in 2017 for electric vehicles

The outgoing Panasonic CEO, as a final departing measure, is hoping to change the company into a holding company structure, which is similar to a move that rival Sony will make around April. According to Panasonic, the shift, which is expected to be completed in 2022, could help accelerate decision-making across the conglomerate by running its units independently. Yet even this strategy poses challenges for Panasonic since unlike Sony, which has found its “core” in the games, films, animation, and the music segment, Panasonic’s “core” still seems unclear. This difference is evident when one looks at the two Japanese firms’ performance in the market. Sony has increased 78% since February while Panasonic has dropped 30%. 

But things may be looking up for Panasonic. When he announced Panasonic’s shift to a holding company, Tsuga resurrected car batteries as a “core” by branding it as an “energy business.” Thanks in part to this, as well as the ongoing expansion of profitable projects like Gigafactory Nevada, Panasonic’s next CEO, Yuki Kusumi, would be taking control of a company that is in a much better financial position as the one handed over to his predecessor. As highlighted by the Financial Times, if Kusumi would like to usher in a revival or a breakthrough of sorts for Panasonic in the coming years, he would have to channel less of his predecessor’s “normal company” strategy and more of the boldness characteristic of partners like Tesla. 

Markets like the battery industry are only just heating up, after all. While Tesla has stated that it intends to keep and grow its partnership with suppliers like Panasonic despite its own battery production plans, competitors like LG Chem and CATL are not sitting out the next few years. LG has even posted a bold challenge of sorts to the Japanese conglomerate recently, with the South Korean firm stating that it has every intention to become Tesla’s main battery supplier in the near future, effectively taking Panasonic’s place. With some Elon Musk-style boldness, however, perhaps Panasonic could still keep its lead in the battery sector, and perhaps even increase its reach in the growing EV segment. 

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Simon is an experienced automotive reporter with a passion for electric cars and clean energy. Fascinated by the world envisioned by Elon Musk, he hopes to make it to Mars (at least as a tourist) someday. For stories or tips--or even to just say a simple hello--send a message to his email, simon@teslarati.com or his handle on X, @ResidentSponge.

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Elon Musk

Elon Musk drops a surprise update on Boring Company’s next big dig

Musk says Boring Company could shrink the Austin to San Antonio drive to just minutes.

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Elon Musk says The Boring Company is working on what he called “a simple, precursor Hyperloop” tunnel connecting Austin and San Antonio, targeting speeds above 200 mph and cutting a drive that can take up to two and a half hours down to a consistent under 30 minutes. Musk posted the idea on X Sunday, in a reply to a repost of an AI generated video imagining a science fiction future with human colonies on other worlds, which he shared with the line “This is the future we shall bring into being.”


The Boring Company’s own account picked up the idea in the same thread, adding a detail about how the trip would actually work: “Because Loop/Hyperloop is express (i.e. no intermediate stops), one could travel from an Austin parking lot to a favorite San Antonio restaurant in about 30 minutes. As long as they both have Loop stations.” That framing ties the proposed intercity link to the same station model the company already runs in Las Vegas, where riders enter the tunnel network through small, garage style stops rather than one central terminal.

This is not the company’s first run at the Austin to San Antonio corridor. Boring Company floated tunnels between the two cities as far back as 2021, and later competed for a separate San Antonio Loop project tied to the airport before that specific bid stalled. Pitches for tunnels in Chicago, Los Angeles, and a New York to Washington corridor have followed a similar pattern of big announcement without a shovel in the ground.

What is different this time is the balance sheet, especially since The Boring Company closed a 3 billion dollar funding round led by investors in the United Arab Emirates earlier this month at a valuation near 23 billion dollars, giving the tunneling company more capital to chase speculative projects than it had during its earlier Texas pitches. The company is also mid-build on two other intercity systems it has actually broken ground on, inc;luding a Nashville tunnel linking downtown to the airport, where a second boring machine finished commissioning in June, and its Las Vegas network, where the station count keeps climbing on paper faster than tunnels get dug.

That gap between announcement and execution is the reason to treat Sunday’s post as an opening bid rather than a project. A tunnel spanning roughly 80 miles between two metro areas, running at speeds Boring Company has not demonstrated over any real distance, would dwarf anything the company has built. For now, the Austin to San Antonio Hyperloop exists as a caption under an AI generated space video.

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Tesla eyes supply partners for Optimus mass production

Tesla certified three Chinese suppliers for Optimus mass production, signaling its robot timeline is accelerating.

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Concept rendering of Tesla Optimus in mass production

Tesla’s robotics team traveled to Ningbo, in China’s Zhejiang province, on September 16 and spent the following day auditing component suppliers for Optimus, according to a Bloomberg report cited by RobotAIGeek. The visit moved three manufacturers from provisional status to certified mass production partners: Tuopu Group, which handles actuators and chassis components, Ningbo Joyson Electronic, a sensor supplier, and Zhejiang Sanhua Intelligent Controls, which builds thermal management systems. All three already supply parts to Tesla’s electric vehicles, and the audit reportedly came with fresh orders that supply chain reports put at an initial batch of roughly 5,000 units.

Tuopu, Joyson, and Sanhua built their manufacturing base serving the automotive industry, where tolerances and volume requirements are already close to what a mass produced humanoid robot demands. Sanhua in particular has history here. Teslarati reported last October that the company had received a roughly $685 million order for linear actuators tied to Optimus, a volume industry watchers estimated could cover around 180,000 robots once production ramped.

Supply chain reports tied to this week’s audit put Tesla’s near term production goal at about 1,000 Optimus units a week by late September, rising to 2,000 to 2,500 units a week by the end of the year. That pace would put real weight behind the timeline Tesla has been building toward since May, when it wound down Model S and Model X production at Fremont to convert that floor space into a dedicated Optimus line targeting one million units annually. JPMorgan analysts who toured the factory in August confirmed the conversion took roughly four months, a pace Musk has called unprecedented for a facility that size.

New drone video shows Tesla’s Optimus Factory reaching a turning point

Fremont is only the first phase. A second, larger Optimus plant is rising at Gigafactory Texas, where drone footage shared by Joe Tegtmeyer last week showed the structural steel nearing completion on the north end of the building. Tesla has said that facility is meant to eventually support production of up to 10 million units a year, though volume output there is not expected before 2027.

Commercial sales of Optimus are still targeted for the second half of 2027, but production is expected to start well before then. JPMorgan analyst Rajat Gupta has said Tesla’s “Optimus Academy” program, which uses early units to collect real world training data inside Tesla’s own facilities, is expected to be running later this year. Bloomberg Intelligence analyst Ian Ma described the Ningbo audits as “a positive commercialization signal for China’s humanoid supply chain,” noting that sentiment could improve further if the visit leads to confirmed supplier nominations and larger orders. The Solactive China Humanoid Robotics Index rose about 1.4% on the news, though it remains down roughly 30% for the year.

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Elon Musk’s next Uranium in Uranus merch is Boring Company’s weirdest tease yet

Elon Musk teased a glowing new Boring Company merch idea, complete with a Geiger counter.

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Concept rendering of Boring Company Uranium in Uranus merch tease via Grok
Concept rendering of Boring Company Uranium in Uranus merch tease via Grok

Elon Musk teased the next piece of Boring Company merchandise on X Saturday, and it is exactly as unserious as fans of the company’s product history have come to expect. “The next @boringcompany merch will put Uranium in Uranus,” Musk wrote in a thread posted early Saturday morning. He followed up by explaining that the item would glow in the dark, “because otherwise how could you find it,” and that a Geiger counter would be sold separately as “an optional strap-on.”

Musk closed the thread with a line that doubles as a mission statement for the tunneling company’s merchandise arm: “It’s not easy coming up with something that is both outrageously unsellable and yet extremely popular.”

The Boring Company has built a small but consistent side business out of novelty items that start as jokes and end up selling out. The company’s Not-a-Flamethrower raised roughly $10 million in a few days back in 2018, moving all 20,000 units it produced. Its Burnt Hair perfume, priced around $100 a bottle, sold out fast enough that scalpers were flipping units on eBay for ten times the retail price. Boring Bricks, made from tunneling spoil, followed the same playbook of teasing a product on X months before it became real.

Musk has not said what the actual item will be, only that it involves uranium and glows in the dark. Given the pattern, that vagueness is probably intentional. Past merch announcements have started as one-line jokes and taken weeks or months to turn into an actual product listing on the company’s site, and there is no guarantee this one follows through at all.

The timing lines up with a period of real momentum for the Boring Company outside of the joke merchandise. The company said last week it plans to double the number of operational stations on its Vegas Loop by the end of the year, a target tied to a hiring push for drivers and operations managers. Prufrock-5, one of the company’s tunnel boring machines, also just wrapped a test tunnel in Bastrop, Texas, and is expected to relaunch on its next assignment in November.

Whether the uranium joke turns into an actual product remains to be seen. Musk’s post did not include a price, a shipping date, or even a name for the item, which has historically meant a Boring Company website page goes up quietly, password protected, sometime before an announcement.

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