Entrepreneurship – artdiamondblog.com

Covid-19 Patents Provide Funding for Development of Future Vaccines

(p. A25) South Africa and India have petitioned the World Trade Organization to suspend some intellectual property protections from Covid-19 drugs, vaccines and diagnostic technologies. In support of the effort, Doctors Without Borders began a social media campaign urging governments to “put lives over profits,” warning of “pharma profiteering” and urging support for “#NoCovidMonopolies.”

. . .

Intellectual property rights, including patents, grant inventors a period of exclusivity to make and market their creations. By affording these rights to those who create intangible assets, such as musical compositions, software or drug formulas — people will invent more useful new things.

Development of a new medicine is risky and costly. Consider that scientists have spent decades — and billions of dollars — working on Alzheimer’s treatments, but still have little to show for it. The companies and investors who fund research shoulder so much risk because they have a shot at a reward. Once a patent expires, generic companies are free to produce the same product. Intellectual property rights underpin the system that gives us all new medicines, from psychiatric drugs to cancer treatments.

. . .

Eroding patent protections has far-reaching consequences.

Take “messenger RNA,” the technology platform that supports the vaccines from Pfizer-BioNTech and Moderna. Ozlem Tureci and Ugur Sahin, the wife-and-husband team at the helm of BioNTech, began exploring the use of mRNA more than 25 years ago and founded their company in 2008. Theoretically, mRNA can instruct the body to engineer proteins, including ones that increase immunity against infectious pathogens, cancers and rare genetic conditions. But the Covid-19 vaccines are the first truly successful applications of this technology. Scientists eager to explore future uses of mRNA will struggle to find investment if intellectual property protections are snatched away when others deem it necessary.

For the full commentary, see:

Thomas Cueni. “The Risk in Suspending Vaccine Patent Rules.” The New York Times (Saturday, December 12, 2020): A25.

(Note: ellipses added.)

(Note: the online version of the commentary has the date Dec. 10, 2020, and has the same title as the print version.)

Silent Monks Keep Chartreuse Recipe Secret for Centuries

A firm may not need to patent its invention if it can keep the invention’s construction secret because its workers are isolated loners who view each other as brothers. Otherwise, good luck.

(p. 6) The Chartreux, also known as Carthusians, embrace a deeply ascetic existence in the western French Alps, observing customs that have barely changed since their order, one of Christianity’s oldest, was founded. They pass the days alone, praying for humanity and listening for God in the silence that surrounds them.

. . .

The Carthusians sustain this isolated lifestyle largely through the production and sale of Chartreuse, a liqueur the monks developed centuries ago. Like its mountainous namesake and the hue named after it, Chartreuse is sharp, bright, profoundly herbal.

. . .

The year was 1084, and seven men in search of isolation and solitude took refuge in southeastern France’s Chartreuse Mountains — “the emerald of the Alps,” as the French writer Stendhal called them.

According to legend, centuries later, in 1605, the order’s monastery near Paris received an alchemist’s ancient manuscript for a perfectly concocted medicinal tonic of about 130 herbs and plants: the “Elixir of Long Life.”

. . .

Today, the order sells about 1.5 million bottles of its three hallmark products annually, with the yellow and green liqueurs going for about $60, and cask-aged versions for $180 or more. About half its production run is sold in France, with the United States the largest export market.

. . .

Remarkably, among them, only two monks know the full 130-ingredient recipe.

“The secret of Chartreuse has long been the despair of distillers, just as the natural blue of forget-me-nots has been the despair of painters,” reads an 1886 document referred to in a recent history of the company and order. Father Holleran spent five years overseeing the distillation process, ordering ingredients and planning its production schedules. When he departed the site in 1990, he became the only living outsider to know the liqueur’s ancient formula.

“It’s safe with me,” he said. “Oddly enough, they didn’t make me sign anything when I left.”

This trade secret is both a marketing coup and a potential catastrophe. “I really have no idea what it is I sell,” a Chartreuse Diffusion president told The New Yorker in 1984. “I am very scared always. Only three of the brothers know how to make it — nobody else knows the recipe. And each morning they drive together to the distillery. And they drive a very old car. And they drive it very badly.”

Beyond the two monks who now protect it, all the others — Carthusian or not — involved in the production of Chartreuse know only fragments of the recipe.

. . .

Along its five-week distilling process, and throughout the subsequent years of aging, those two monks are also the ones who taste the product and decide when it is ready to bottle and sell. “They are the quality control,” said Emmanuel Delafon, the current C.E.O. of Chartreuse Diffusion.

. . .

Since 1935, the city of Voiron has served as the liqueur’s main manufacturing site. But in 2011, Mr. Delafon said, regional officials tightened distilling regulations, mostly aimed at the hazards — fires and vapor-fueled explosions, notably — of making such high-proof alcohol. After all, at 138 proof, the Elixir barely escapes the International Civil Aviation Organization’s threshold for dangerous goods.

Officials, more or less, deemed the Chartreuse distillery a refinery dangerously close to schools and homes. “It was the Eiffel Tower of Voiron, and then it became a problem,” Mr. Delafon said. “Completely unsupportable.”

Chartreuse looked for a new production home, and settled on a plot of land previously owned and farmed by the Carthusians starting in the 16th century. In 2017, they officially moved the distillation from Voiron to rural Aiguenoire, a 15-minute drive from Chartreuse’s mountainside headquarters and three kilometers from the source of wa-(p. 7)ter used to make the liqueur.

“The Carthusians came home,” Mr. Delafon said.

. . .

Over their nearly thousand-year history, the order has recovered from natural disasters, government expulsions, pestilence, poverty and impostors.

“Every time they’ve lifted themselves up, recovered and redefined themselves,” Ms. Druzkowski, the documentary maker, said.

That willingness to transform while remaining loyal to the order’s legacy is both a luxury and a safeguard during times of turmoil, Mr. Delafon said.

“When you have roots this deep,” he said, “it allows you to forget the short term and project your vision far in the future.”

For the full story, see:

Marion Renault. “Where Life, And an Elixir, Are Timeless.” The New York Times, SundayBusiness Section (Sunday, December 20, 2020): 6-7.

(Note: ellipses added.)

(Note: the online version of the story has the date Dec. 17, 2020, and has the title “An Elixir From the French Alps, Frozen in Time.”)

Entrepreneur Roger’s Reward for Solving a Puzzle: “A Bigger and More Complicated Puzzle”

(p. C6) Growing up in Battle Ground, Wash., James Rogers wanted to be an inventor.

. . .

Some 25 years since those afternoons with his “invention journal,” Mr. Rogers, 35, is now promoting a scientific discovery that could improve the global food-supply chain. His company, Apeel, applies an edible, plant-based coating to fruits and vegetables that extends their shelf life without refrigeration.

Apeel-treated avocados, limes, apples and cucumbers are already in some of the largest grocery chains in the U.S. and Europe. The startup now plans to expand into markets in Asia, Africa and Latin America, thanks to a $30 million investment from the International Finance Corp., the World Bank’s private-sector arm. The company Mr. Rogers launched in 2012 as a Ph.D. student is now valued at more than $1 billion.

. . .

Mr. Rogers has had to prove that more time not only reduced waste but also boosted sales. According to the Edeka Group, which runs more than 11,000 grocery stores in Germany, a pilot launch of Apeel avocados in nearly 3,000 stores in 2020 resulted in 50% less waste and a 20% rise in sales. Edeka swiftly agreed to carry Apeel avocados, oranges and clementines across all of its stores.

. . .

Mr. Rogers had been a student all his life when he launched Apeel at age 27. Did his youth and inexperience create problems? “It may have helped,” he says. “I didn’t know what I didn’t know, so I wasn’t overwhelmed.”

He has discovered, for example, that every fruit and vegetable has its own idiosyncratic supply chain, and Apeel works to pinpoint where time has the most value. He has also learned that delivering avocados to Europeans throughout the year means working with lots of different countries (Chile, Israel, Morocco, South Africa, etc.), each of which has its own unique supply chain, regulatory hurdles and distinct avocado.

“Working at a startup, you just have to really love puzzles,” he says. “Your reward for solving your current puzzle? A bigger and more complicated puzzle.”

For the full story, see:

Emily Bobrow. “WEEKEND CONFIDENTIAL; James Rogers.” The Wall Street Journal (Saturday, Jan. 9, 2021): C6.

(Note: ellipses added.)

(Note: the online version of the story has the date January 8, 2021, and has the title “WEEKEND CONFIDENTIAL; Apeel CEO James Rogers Wants to Extend the Shelf Life of Your Avocados and Oranges.”)

Can the Methods of ACT UP Bring Quicker Cures for Other Maladies?

Amar Bhidé has a thought-provoking article in which he asks the public choice question of how to overcome government regulators who slow the development of breakthrough drugs. He holds up, as a main example to ponder, the AIDs ACT UP movement that is often given credit for winning concessions from the FDA that spurred the availability of a drug cocktail that greatly extended and improved the lives of AIDs patients. The passages quoted below are from a review of a book that may be a promising source for learning more about what ACT UP did and how they did it.

(p. C3) In her 2012 book, “The Gentrification of the Mind,” Sarah Schulman delved into the silence still surrounding AIDS in America.

. . .

Schulman has gone from witness to a sort of living archive. She is a former member of AIDS Coalition to Unleash Power, the influential direct-action group committed to ending AIDS. Her new book, “Let the Record Show,” is based on 17 years of interviews she conducted with nearly 200 members of the organization.

. . .

The effect is rather like standing in the middle of that large room, where anyone could speak up and share an idea. Everyone is talking; small stories branch off, coalesce pages later. Speakers shade in one another’s stories, offer another angle, disagree passionately. You turn a page, and the same people have their arms linked together at a protest. Shadows start to fall; in squares of gray text, deaths are marked, moments for remembrance. So many people leave the room.

. . .

This is not reverent, definitive history. This is a tactician’s bible.

The organizational brilliance of ACT UP emerged out of necessity. The group was founded in 1987, incited by Larry Kramer’s famous call to action. The members were infected, their lovers were sick and dying. There wasn’t time to obsess over process, to contest every comma in a letter. The anarchistic framework asked only that members be “committed to direct action to end the AIDS crisis.”

. . .

When Schulman herself returns to the individual, it is to think again about the figure of the bystander. Why did these particular people rise to the moment and not others?

What thread connected an H.I.V.-positive stockbroker, a retired chemist from Queens, addicts, art students, lifelong activists, people who just happened to be in the next room at the center and wandered in, What was going on in there? For some it was their first experience of gay community; for others it was where they went when the community began to vanish. All of them became autodidacts in drug research, policy, media relations.

For the full review, see:

Parul Sehgal. “Remembering Those Who Stood Up.” The New York Times (Wednesday, May 5, 2021): C3.

(Note: ellipses added. In the original, the words NOT italicized above, were the only words that WERE italicized.)

(Note: the online version of the review has the date May 4, 2021, and has the title “A New Testament to the Fury and Beauty of Activism During the AIDS Crisis.”)

The book under review is:

Schulman, Sarah. Let the Record Show: A Political History of ACT UP New York, 1987-1993. New York: Farrar, Straus and Giroux, 2021.

The article mentioned above by Bhidé is:

Bhidé, Amar. “Constraining Knowledge: Traditions and Rules That Limit Medical Innovation.” Critical Review 29, no. 1 (Jan. 2017): 1-33.

Risk Averse Family Firms with Large Cash Reserves Can Last 1,000 Years

Is longevity for firms a noble goal? Or do humans usually flourish more in the churn of creative destruction?

(p. B1) KYOTO, Japan — Naomi Hasegawa’s family sells toasted mochi out of a small, cedar-timbered shop next to a rambling old shrine in Kyoto. The family started the business to provide refreshments to weary travelers coming from across Japan to pray for pandemic relief — in the year 1000.

Now, more than a millennium later, a new disease has devastated the economy in the ancient capital, as its once reliable stream of tourists has evaporated. But Ms. Hasegawa is not concerned about her enterprise’s finances.

Like many businesses in Japan, her family’s shop, Ichiwa, takes the long view — albeit longer than most. By putting tradition and stability over profit and growth, Ichiwa has weathered wars, plagues, natural disasters, and the rise and fall of empires. Through it all, its rice flour cakes have remained the same.

Such enterprises may be less dynamic than those in other countries. But their resilience offers lessons for businesses in places like the United States, where the coronavirus has forced tens of thousands into bankruptcy.

“If you look at the economics textbooks, enterprises are supposed to be maximizing profits, scaling up their size, market share and growth rate. But these companies’ operating principles are completely different,” said Kenji Matsuoka, a professor emeritus of business at Ryukoku University in Kyoto.

(p. B5) “Their No. 1 priority is carrying on,” he added. “Each generation is like a runner in a relay race. What’s important is passing the baton.”

Japan is an old-business superpower. The country is home to more than 33,000 with at least 100 years of history — over 40 percent of the world’s total, according to a study by the Tokyo-based Research Institute of Centennial Management. Over 3,100 have been running for at least two centuries. Around 140 have existed for more than 500 years. And at least 19 claim to have been continuously operating since the first millennium.

. . .

The businesses, known as “shinise,” are a source of both pride and fascination.

. . .

Most of these old businesses are, like Ichiwa, small, family-run enterprises that deal in traditional goods and services. But some are among Japan’s most famous companies, including Nintendo, which got its start making playing cards 131 years ago, and the soy sauce brand Kikkoman, which has been around since 1917.

. . .

The Japanese companies that have endured the longest have often been defined by an aversion to risk — shaped in part by past crises — and an accumulation of large cash reserves.

It is a common trait among Japanese enterprises and part of the reason that the country has so far avoided the high bankruptcy rates of the United States during the pandemic. Even when they “make some profits,” said Tomohiro Ota, an analyst at Goldman Sachs, “they do not increase their capital expenditure.”

Large enterprises in particular keep substantial reserves to ensure that they can continue issuing paychecks and meet their other financial obligations in the event of an economic downturn or a crisis. But even smaller businesses tend to have low debt levels and an average of one to two months of operating expenses on hand, Mr. Ota said.

For the full story, see:

Ben Dooley and Hisako Ueno. “A Family Business Got Its Start In a Pandemic (1,000 Years Ago).” The New York Times (Saturday, December 5, 2020): B1 & B5.

(Note: ellipses added.)

(Note: the online version of the story was updated Jan. 7, 2021, and has the title “This Japanese Shop Is 1,020 Years Old. It Knows a Bit About Surviving Crises.”)

Older Americans Shifting to Entrepreneurship at Faster Pace

(p. B6) In April [2020], Dave Summers lost his job as director of digital media productions at the American Management Association, a casualty of layoffs brought on by the pandemic.

Mr. Summers, 60, swiftly launched his own business as a digital media producer, coach and animator who creates podcasts, webcasts and video blogs.

And in September, he and his wife, who teaches nursery school, moved from Danbury, Conn., to Maryville, Tenn., which they discovered while visiting their son in Nashville. “My new work is all virtual, so I can live anywhere,” he said. “Not only is it a cheaper place to live, we love hiking and the outdoors, and our new town is in the foothills of the Great Smoky Mountains.”

Droves of small businesses have been shuttered by the economic fallout of the coronavirus, but for Mr. Summers, starting a new one was the best option.

“I’m not sitting on a massive nest egg, so I need to work to keep afloat,” he said. “It’s also about being healthy and happy. I can’t just retire because underneath it all I’m creative, and I have to be busy doing stuff and helping people tell their stories.”

While the coronavirus pandemic is causing many older workers who have lost jobs, or who have been offered early retirement severance packages, to decide to leave the work force, others like Mr. Summers are shifting to entrepreneurship.

In fact, older Americans had already been starting new businesses at a fast rate. In 2019, research from the Kauffman Foundation, a nonpartisan group supporting entrepreneurship, found that more than 25 percent of new entrepreneurs were ages 55 to 64, up from about 15 percent in 1996.

Across the age spectrum, there has been a rise in new business start-ups since May [2020], according to the Census Bureau. The surge is likely “powered by newly unemployed individuals opting to start their own businesses, either by choice or out of necessity,” according to the Economic Innovation Group, a bipartisan public policy organization.

. . .

It turns out that the importance of entrepreneurship, or self-employment as a form of work, increases significantly with age, according to a report by Cal J. Halvorsen and Jacquelyn B. James of the Center on Aging & Work at Boston College.

According to the report: “While about one in six workers in their 50s are self-employed, nearly one in three are self-employed in their late 60s and more than 1 in 2 workers over the age of 80 are self-employed.

For the full story, see:

Kerry Hannon. “Older Americans Make a New Start in a Business of Their Own.” The New York Times (Friday, November 27, 2020): B6.

(Note: ellipsis, and bracketed year, added.)

(Note: the online version of the story has the date Oct. [sic] 21, 2020, and has the title “Making a New Start in a Business of Their Own.”)

Xi Jinping Only Pays “Mere Lip Service” to “Private Enterprise and Innovation”

(p. A23) Ant Group, China’s biggest fintech conglomerate, was preparing last November for its initial public offering. Analysts projected it would raise $34 billion, the largest sale of shares in history. The company, founded by Jack Ma, had become synonymous with financial innovations, which are often risky.

In the run-up to the I.P.O., Chinese regulators trying to assess financial risks on Ant’s books had been brushed off by Mr. Ma. In an audacious speech, he criticized regulators as too cautious and pilloried state-owned banks for their “pawnshop” mentality of providing loans only to borrowers who could post collateral.

Even oblique attacks on China’s government rarely go unpunished. This was a direct provocation. Yet such was Mr. Ma’s aura, and his apparent imperviousness to government strictures, that domestic and foreign investors were unconcerned.

. . .

Then it all fell apart. Two days before Ant’s shares were to begin trading on the Hong Kong and Shanghai exchanges, the government blocked the I.P.O.

. . .

It seemed that, in bringing the hammer down on the company, the government aimed to limit its growing economic and political power.

But in so doing, the government spooked investors. Suddenly, President Xi Jinping’s pledges to encourage private enterprise and innovation looked like mere lip service.

For the full commentary, see:

Eswar Prasad. “Jack Ma Paid for Taunting China.” The New York Times (Friday, April 30, 2021): A23.

(Note: ellipses added.)

(Note: the online version of the commentary has the date April 28, 2021, and has the title “Jack Ma Taunted China. Then Came His Fall.”)

Some Tech Startups, and Big Tech Firms, Want Workers Back in Office

(p. A1) For a tech guy, Mike de Vere, chief executive of fintech software startup Zest AI, has a contrarian return-to-work plan for his 100 employees: he wants them in the office full time.

Mr. de Vere said having employees together in the Burbank, Calif., headquarters improves communication, builds trust and allows for them to absorb knowledge from more experienced colleagues.

“We believe that we will be our best selves the more that we are together,” he said.

As more tech companies leverage the promise of flexible work arrangements as a competitive advantage, some are going the opposite route, betting that a strong office culture is what will help them recruit and retain the best talent.

Proponents of fully in-office work cite a range of benefits, from the collaboration that can result from happenstance interactions to easier communication. Plus, they add, plenty of people enjoy working in offices, especially after months spent, for some, in makeshift arrangements. Given the tech industry’s status as a bellwether for workplace trends, professionals in many industries are watching to see where it lands.

. . .

(p. A4) Dan Kaplan, a partner with organizational consulting firm KornFerry International, said the pandemic has permanently changed the equation for employees. The days of being in the office just to show your face are over: “People aren’t willing to do it anymore,” he said.

Though people early in their careers crave mentorship and the ability to build their social circles on the job, Mr. Kaplan said he’s started seeing flexibility as a point of negotiation between job seekers and employers. Candidates are trying to broker fewer days a week in the office and CEOs prefer more time in person, he said.

“There is going to be tension in the system,” he said. What tech companies do will have impacts across industries, he added.

. . .

An Amazon spokesman said the company plans to gradually return to an office-centric workweek because it “enables us to invent, collaborate, and learn together most effectively.”

For the full story, see:

Katherine Bindley. “Tech Startups Eye a World, Post-Covid, Back in the Office.” The Wall Street Journal (Monday, April 26, 2021): A1 & A4.

(Note: ellipses added.)

(Note: the online version of the story has the date April 25, 2021, and has the title “Five Days in the Office? For These Startups, the Future of Work Is Old School.” The online edition says that the title of the print edition was: “Tech Startups Eye a World, Post-Virus, Back in the Office Some Tech Firms View Office As Place to Lure, Hold Talent.” My copy of the print edition had the title in the citation above.)

Illuminators Were in MORE Demand AFTER the Arrival of the Printing Press

(p. C9) In “The Bookseller of Florence,” Ross King relates the fascinating story of a bookstore run by Vespasiano da Bisticci, a Florentine born in 1422, whose shop on the Via dei Librai, or Street of Booksellers, sat at the center of Florence’s golden age and its valiant recovery of ancient knowledge.

. . .

Before long, Vespasiano established a bookshop selling beautifully made manuscripts of newly fashionable Roman classics for prosperous clients. He was well placed: Florence, “the new Athens on the Arno,” was a city where an astounding seven of 10 citizens could read.

. . .

Vespasiano’s life straddled two eras. Before the dawn of movable type in Europe, readers relied on manuscripts, painstakingly copied by hand with goosequills on parchment made from animal skins. After, they flocked to buy cheaper books printed on presses. Meanwhile, scribes either became early adopters—trading their inkpots for composing sticks—or found themselves surprisingly busy rubricating and illuminating innumerable books rolling off the new presses. By the time the presses made their way south of the Alps, Vespasiano was in his early 30s and, for whatever reason, chose not to embrace the new technology.

Printing came to Florence later than elsewhere, possibly due in part to Vespasiano, who continued to sell only books copied out on parchment. Still, competition from printed books began to tell on his sales. Then, just when it seemed he might be edged out of the market, there arrived a redeeming commission by the count of Urbino, Federico da Montefeltro, for “the finest library since antiquity,” one that would keep Vespasiano’s team of dozens of scribes and illuminators busy for nearly a decade, well into the era of the printing press. Montefeltro, a wealthy mercenary—who at the age of 15 had seized a fortress long believed impregnable—was also a bookish man, like many in the Renaissance. He retained five men to read to him as he ate, and even a poet to sing his praises. Among the many books created for his library was Vespasiano’s masterpiece, the Urbino Bible, one of the most lavish illustrated books of all time.

For the full review, see:

Ernest Hilbert. “Wise Men Fished There.” The Wall Street Journal (Saturday, April 24, 2021): C9.

(Note: ellipses added.)

(Note: the online version of the review has the date April 15, 2021, and has the title “‘The Bookseller of Florence’ Review: Manuscripts and Medicis.”)

The book under review is:

King, Ross. The Bookseller of Florence: The Story of the Manuscripts That Illuminated the Renaissance. New York: Atlantic Monthly Press, 2021.

As “Neotenous Apes,” Humans Retain Their “Wandering, Exploratory Inner Child”

(p. C4) Cephalopods are having a moment. An octopus stars in a documentary nominated for an Academy Award (“My Octopus Teacher”). Octos, as scuba-diving philosopher Peter Godfrey Smith calls them, also play a leading role in his marvelous new book “Metazoa,” alongside a supporting cast of corals, sponges, sharks and crabs.

. . .

Smart birds and mammals also keep their neurons in one place—their brains. But octos split them up. They have over 500 million neurons altogether, about as many as dogs. But there are as many neurons altogether in their eight arms as in their heads. The arms seem able to act as independent agents, waving and wandering, exploring and sensing the world around them—even reaching out to the occasional diving philosopher or filmmaker. Mr. Godfrey-Smith’s book has a fascinating discussion of how it must feel to have this sort of split consciousness, nine selves all inhabiting the same body.

I think there might be a link between these two strange facts of octopus life. I’ve previously argued that childhood and intelligence are correlated because of what computer scientists call the “explore-exploit” trade-off: It’s very difficult to design a single system that’s curious and imaginative—that is, good at exploring—and at the same time, efficient and effective—or good at exploiting. Childhood gives animals a chance to explore and learn first; then when they grow up, they can exploit what they’ve learned to get things done.

. . .

Human adults are “neotenous apes,” which means we retain more childhood characteristics than our primate relatives do. We keep our brains in our heads, but neuroscience and everyday experience suggest that we too have divided selves. My grown-up, efficient prefrontal cortex keeps my wandering, exploratory inner child in line. Or tries to, anyway.

For the full commentary, see:

Alison Gopnik. “MIND AND MATTER; The Many Minds of the Octopus.” The Wall Street Journal (Saturday, April 17, 2021): C4.

(Note: ellipses added.)

(Note: the online version of the commentary has the date April 15, 2021, and has the same title as the print version.)

The book discussed in Gopnik’s commentary is:

Godfrey-Smith, Peter. Metazoa: Animal Life and the Birth of the Mind. New York: Farrar, Straus and Giroux, 2020.

Musk Confronts or Ignores Regulators Who Block Innovation

(p. A1) He’s become one of the world’s most successful entrepreneurs by reinventing industries from electric cars to rockets. Along the way, he’s also rewritten the rules of engagement with U.S. regulators.

Elon Musk has emerged a winner in a series of run-ins with a range of regulatory agencies that have watched as he sidestepped rules or ignored enforcement attempts. He has overmatched an alphabet-soup of agencies that oversee financial markets and safety in the workplace, on highways and in space flight.

Most chief executives try to avoid regulators—or at least stay in their good graces. Many accused of overstepping have paid fines or agreed to make improvements.

Mr. Musk, revered by some investors for his iconoclastic approach, has taken a different tack on his way to becoming one of the richest men in the world, not letting regulations hinder his goals to revolutionize transportation with Tesla Inc.’s electric cars or colonize Mars using SpaceX rockets.

Federal agencies say he’s breaking the rules and endangering people. Mr. Musk (p. A10) says they’re holding back progress.

. . .

The Federal Aviation Administration criticized SpaceX for launching a rocket in December [2020] without a proper FAA license. Mr. Musk ridiculed the FAA space division in a tweet as “fundamentally broken.”

. . .

When asked to comment on the specifics of this article, Mr. Musk replied with a “poop” emoji. Asked to elaborate, Mr. Musk declined to provide any input on his interactions with federal agencies or his view toward regulation. In a tweet Tuesday, Mr. Musk said he agrees with regulators “99.9% of the time.” He added that when they disagree, it “is almost always due to new technologies that past regulations didn’t anticipate.”

. . .

After the FAA delayed a January [2021] test launch, Mr. Musk accused the agency of holding back progress and argued that its regulations were outdated. “Their rules are meant for a handful of expendable launches per year from a few government facilities,” he tweeted on Jan. 28. “Under those rules, humanity will never get to Mars.”

. . .

The National Labor Relations Board ruled in March that Tesla had violated U.S. labor law by hindering unionization and ordered Mr. Musk to delete a tweet discouraging employees from unionizing. Tesla this month appealed the decision, saying the NLRB’s ruling was “contrary to law.”

Mr. Musk’s tweet remains online. The NLRB declined to comment.