NASA literally had departments and budgets dedicated to miniaturization.
I'm not seeing what makes SpaceX government funded beyond just that it provides services to the government? The same as any other launch provider would be doing? At this point the vast majority of SpaceX's activity, and likely cashflow, is from its mostly self-funded Starlink.
SpaceX won the original HLS contract because their design actually had hardware in testing, actually met NASA's payload, landing area and testing requirements, had a clear path to commercialization and was willing to cover most of the cost themselves, as otherwise NASA wouldn't have been able to choose anyone given the limited funding allocated by Congress.
Take away all of SpaceX‘s government contracts. You imagine SpaceX would still be in business?
As you said, every launch provider is basically dependent on government contracts to stay in business because the government is the only entity that has a legitimate need for launch capability such that it’s willing to pay for its development. There are no sufficiently profitable private contracts out there to sustain a launch provider.
I keep running across this perception and I don't understand where it comes from. Overwhelmingly, like since the 1970s, NASA has not built anything per it's appropriations from congress. Their job is to 1) Define mission requirements and objectives, 2) Oversee contracts to execute those missions, 3) Test and verify elements of those systems, and very distant 4) do some in-house research and development for cutting edge technology (still mostly contracted out). ~75% of their budget is contracts to private companies to execute missions.
NASA's job, as defined NASA directors over the years and by congress via appropriations, is to come up with ideas and fund private companies to execute them.
There are second, third, etc order effects to things like a space race.
I can think of a bad one where a significant number of laptops and 1st party docking stations were deployed. There was an issue where in certain scenarios plugging into the dock would brick the dock. It affected ~5% of the population in 90 days. Vendor response: fuck you.
One of the interns working on desktop support at the org figured out that certain laptop serial number ranges were affected. She then popped it open and found what turned out to be a counterfeit chip.
Flying monkeys were released and the CEO of the vendor got a call. End result: ~$40-50M redeployment of everything, eaten by the vendor. If they had been accountable from the beginning, they likely would have recalled $3-5M of devices and spent $300-500k on deployment.
On the flip, I remember one scenario where an off warranty device failed before its replacement was ready (and the replacement was another vendor). The part wasn’t available locally, and the account exec ditched a conference in Chicago, picked up the part from a depot in Indiana and drove it to Massachusetts overnight, with a CE waiting for it in the lot.
It really doesn’t matter what the organization’s policies and procedures are. At most, an organization’s culture may affect this, by nudging marginal cases to align with the culture. But in the end, it always comes down to individual human beings.
> It happened astonishingly fast; within about five years a knowledge skill that I had completely taken for granted as a basic requisite in an undergraduate was diminished beyond recognition.
Then the second half
> A good way of writing documentation for human beings today will still be a good way to do it in a few years’ time.
Don't these contradict each other? Documentation that worked well for us who grew up pre-Internet is not working well for "web natives".
Contrast that with the second quote. Good documentation could be in a dusty book in the library or in a SPA. What makes the documentation good isn’t, however, related to people’s ability to navigate information spaces.