Rocket Man: Elon Musk In His Own Words
von Jessica Easto
Musk restructured the company so that there was not a separate engineering department. Instead, engineers would team up with product managers. It was a philosophy that he would carry through to Tesla, SpaceX, and then Twitter. Separating the design of a product from its engineering was a recipe for dysfunction. Designers had to feel the immediate pain if something they devised was hard to engineer. He also had a corollary that worked well for rockets but less so for Twitter: engineers rather than the product managers should lead the team. “It’s not the product that leads to success. It’s the ability to make the product efficiently. It’s about building the machine that builds the machine. In other words, how do you design the factory?” It was a guiding principle that Musk would make his own.
“It’s not the product that leads to success. It’s the ability to make the product efficiently. It’s about building the machine that builds the machine. In other words, how do you design the factory?” It was a guiding principle that Musk would make his own.
The experience became a lesson that would become part of Musk’s production algorithm. Always wait until the end of designing a process—after you have questioned all the requirements and deleted unnecessary parts—before you introduce automation.
He had conceived by then a life vision that he would repeat like a mantra. “I thought about the things that will truly affect humanity,” he says. “I came up with three: the internet, sustainable energy, and space travel.”
“What I didn’t appreciate is that Elon starts with a mission and later finds a way to backfill in order to make it work financially,” he says. “That’s what makes him a force of nature.”
“Step one should be to question the requirements,” he says. “Make them less wrong and dumb, because all requirements are somewhat wrong and dumb. And then delete, delete, delete.”
"Musk restructured the company so that there was not a separate engineering department. Instead, engineers would team up with product managers. It was a philosophy that he would carry through to Tesla, SpaceX, and then Twitter. Separating the design of a product from its engineering was a recipe for dysfunction. Designers had to feel the immediate pain if something they devised was hard to engineer. He also had a corollary that worked well for rockets but less so for Twitter: engineers rather than the product managers should lead the team."
"“It’s not the product that leads to success. It’s the ability to make the product efficiently. It’s about building the machine that builds the machine. In other words, how do you design the factory?” It was a guiding principle that Musk would make his own."
"The experience became a lesson that would become part of Musk’s production algorithm. Always wait until the end of designing a process—after you have questioned all the requirements and deleted unnecessary parts—before you introduce automation."
"He had conceived by then a life vision that he would repeat like a mantra. “I thought about the things that will truly affect humanity,” he says. “I came up with three: the internet, sustainable energy, and space travel.”"
"“What I didn’t appreciate is that Elon starts with a mission and later finds a way to backfill in order to make it work financially,” he says. “That’s what makes him a force of nature.”"
"“Step one should be to question the requirements,” he says. “Make them less wrong and dumb, because all requirements are somewhat wrong and dumb. And then delete, delete, delete.”"
"Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough."
- →“It’s not the product that leads to success. It’s the ability to make the product efficiently. It’s about building the machine that builds the machine. In other words, how do you design the factory?” It was a guiding principle that Musk would make his own.
- →The experience became a lesson that would become part of Musk’s production algorithm. Always wait until the end of designing a process—after you have questioned all the requirements and deleted unnecessary parts—before you introduce automation.
- →“Step one should be to question the requirements,” he says. “Make them less wrong and dumb, because all requirements are somewhat wrong and dumb. And then delete, delete, delete.”
- →Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough.
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