While General Motors boasts more than a century of engineering triumph, modern factory miracles and earnest investment in electrification of its vehicles, it’s Tesla that commands the mindshare, share price and cultural imagination of customers and investors alike. The reason? Tesla didn’t just engineer a better automobile. It engineered a new market—and a new story. GM is a paragon of manufacturing, supply chain and product adaptation. It was arguably first to mass-produce affordable electrics in America (Chevy Volt, Bolt). Yet, GM’s EV market share lags far behind, its press remains “legacy” focused, and its share price gain over a decade is modest. Even as it promises autonomous futures and “connected vehicle platforms,” the market remains loyal to the story Tesla created: a world where cars are upgraded by code, where range anxiety is banished and where the status of the vehicle is secondary to its place in the technology ecosystem. The difference? GM invested primarily in what it produces; Tesla invested just as rigorously in how the market thinks. In a world of perpetual business turbulence, product innovation, operational excellence and even technical leadership are necessary, but insufficient, for sustainable market dominance. Senior leaders are learning (nay, have learned), often the hard way, that the old playbooks don’t work when every advantage is fleeting, every product can be quickly mimicked and the pace of change collapses differentiation at lightning speed. Technical moats in most markets are, at best, a temporary inconvenience for competitors. What separates winners from laggards today is the discipline I call “Market Engineering”: a term I developed to describe the systematic process of designing the categories you lead, setting the terms of market debate and continuously orchestrating the stories, messaging and thought leadership that shape what the world desires, or even expects. Market engineering is far more