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Musk is doing with Twitter what he did with Tesla and SpaceX

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 which explains that the new owner of Twitter is doing exactly “with Twitter what he did with Tesla and SpaceX”.

It was the year 2018 and Musk’s Tesla then “struggled to build his car for the mass market”, the Model 3, “a discouraging action”, according to him, because “there were times when I did not leave the factory for three or three, four days”.

But the Times writes: “The action of the billionaire and what he defined ‘production hell’ nonetheless, Tesla has also become a model to deal with the crisis that appeared in Twitter “, bought for 44 billion dollars last month, because – explains the newspaper – “over the years, Musk has developed a model to manage his company they – Tesla cars. and SpaceX rockets – through exhausting and painful periods, employing shock treatment, sounding the alarm and encouraging his workers and himself to put family and friends aside to devote all their energy to the mission. So for Twitter Musk adopted many of the same strategies to turn the company inside out in just a few weeks. How?

Since the end of 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 there. “after tweeting about sleeping in the San Francisco offices” and threatening that the company could also go “bankruptcy” if the situation was not reversed.

“The similarities between Mr. Musk’s approach to Twitter and what he has done to Tesla and SpaceX are obvious,” The Times notes in a report on the thoughts of Tammy Madsen, professor of management at Santa Clara University. it is not clear whether Musk “will find the necessary means to motivate employees in social media as he did with the workers of Tesla and SpaceX, whose objective was, on the one hand, to discourage the use of the internal combustion engine, on the other, to send people into space. Professor Madsen asked: “In Tesla and SpaceX, the approach was always high risk, but high reward, Twitter was high risk, but the question is: what benefit comes from it?”

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