AGI – “Elon Musk slept in the office. He fired employees and managers at will. And he complained that his company was on the verge of bankruptcy”, writes the New York Times explaining that the new owner of Twitter is doing exactly “with Twitter what he did to Tesla and SpaceX”.
It was the year 2018 and Musk’s Tesla then “struggled to build its vehicle for the mass market”, the Model 3, “a harrowing experience”, according to him, because “there were times when I was not left the factory for three or four days”.
But writes the Times: “The billionaire’s experience with what he defined ‘production hell’ However, Tesla has also become a model for dealing with the crisis that has arisen in Twitter”, purchased for 44 billion last month, because – explains the newspaper – “over the years, Musk has developed a model for managing his companies – Tesla cars and SpaceX rockets – through tiring and painful periods, employing shock treatments, sounding alarms and urging his workers and himself to put aside families and friends to devote all their energies to the mission”. So much so that for Twitter Musk has adopted many of the same strategies to turn the company inside out in just a few weeks. How?
Since late last month, 51-year-old Elon Musk has fired 50% of Twitter’s 7,500 employees and accepted the resignations of more than 1,200 as, according to persistent rumors, “another round of layoffs began on Monday,” notes the Times. , “after tweeting about sleeping in the San Francisco offices” and threatening that the company could also go “bankrupt” if the situation were not reversed.
The Times notes in reporting the thought of Tammy Madsen, professor of management at Santa Clara University: “The similarities between Mr. Musk’s approach to Twitter and what he did to Tesla and SpaceX are evident” even if at the moment it is unclear whether Musk “will find the necessary means to motivate employees of social media as it did with the workers of Tesla and SpaceX, whose objectives were, on the one hand, to dissuade the use of the internal combustion engine, on the other, to send people into space”. Professor Madsen asks: “In Tesla and SpaceX, the approach has always been high-risk, but high-reward, Twitter has been high-risk, but the question is: what is the benefit out of it?”