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Marc Andreessen on how Elon Musk works: "He has an operating method that he's developed that I would say is very unusual by modern standards. I'm not aware of another current CEO who operates the way that he does." "The top-line thing is this incredible devotion from the leader...

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Marc Andreessen on Elon Musk: “Why don't more CEOs operate the way that he does? The top-line thing is just this incredible devotion from the leader of the company to deeply understand what the company does, and to be completely knowledgeable about every aspect of it. To be in the trenches and talking directly to the people who do the work, deeply understanding the issues, and being the key, lead problem solver in the organization. What Elon does is he shows up every week at each of his companies, he identifies the biggest problem that the company's having that week, and he fixes it. He does that every week for 52 weeks in a row. And then each of his companies has solved the 52 biggest problems that year, in that year. He attracts many of the best people in the world to work with him."
2:24

Marc Andreessen on Elon Musk: “Why don't more CEOs operate the way that he does? The top-line thing is just this incredible devotion from the leader of the company to deeply understand what the company does, and to be completely knowledgeable about every aspect of it. To be in the trenches and talking directly to the people who do the work, deeply understanding the issues, and being the key, lead problem solver in the organization. What Elon does is he shows up every week at each of his companies, he identifies the biggest problem that the company's having that week, and he fixes it. He does that every week for 52 weeks in a row. And then each of his companies has solved the 52 biggest problems that year, in that year. He attracts many of the best people in the world to work with him."

DogeDesigner

24,515 görüntüleme • 5 ay önce

Marc Andreessen on Elon Musk: “I think probably the single biggest question in all of business right now is: why don't more CEOs operate the way that he does?” "The top-line thing is just this incredible devotion from the leader of the company to fully, deeply understand what the company does, and to be completely knowledgeable about every aspect of it." "To be in the trenches and talking directly to the people who do the work, deeply understanding the issues, and being the key, lead problem solver in the organization." "What Elon does is—he shows up every week at each of his companies, he identifies the biggest problem that the company's having that week, and he fixes it. He does that every week for 52 weeks in a row. And then each of his companies has solved the 52 biggest problems that year, in that year." "The side effect of it is—he attracts many of the best people in the world to work with him. Because if you work with Elon, the expectations are through the roof in terms of your level of performance." Source: Marc Andreessen 🇺🇸 on Chris Williamson
3:40

Marc Andreessen on Elon Musk: “I think probably the single biggest question in all of business right now is: why don't more CEOs operate the way that he does?” "The top-line thing is just this incredible devotion from the leader of the company to fully, deeply understand what the company does, and to be completely knowledgeable about every aspect of it." "To be in the trenches and talking directly to the people who do the work, deeply understanding the issues, and being the key, lead problem solver in the organization." "What Elon does is—he shows up every week at each of his companies, he identifies the biggest problem that the company's having that week, and he fixes it. He does that every week for 52 weeks in a row. And then each of his companies has solved the 52 biggest problems that year, in that year." "The side effect of it is—he attracts many of the best people in the world to work with him. Because if you work with Elon, the expectations are through the roof in terms of your level of performance." Source: Marc Andreessen 🇺🇸 on Chris Williamson

a16z

140,441 görüntüleme • 5 ay önce

🇺🇸MARC ANDREESSEN: ELON IS THE LEAD PROBLEM SOLVER IN HIS COMPANIES “He identifies the biggest problem that the company is having that week, and he fixes it, and then he does that every week for 52 weeks in a row. And then each of his companies has solved the 52 biggest problems that year, and you know, most other large companies are still having the planning meeting for the pre-planning meeting for the board meeting, for the presentation. That is just really amazing to watch.” Source: Marc Andreessen 🇺🇸, Chris Williamson
1:24

🇺🇸MARC ANDREESSEN: ELON IS THE LEAD PROBLEM SOLVER IN HIS COMPANIES “He identifies the biggest problem that the company is having that week, and he fixes it, and then he does that every week for 52 weeks in a row. And then each of his companies has solved the 52 biggest problems that year, and you know, most other large companies are still having the planning meeting for the pre-planning meeting for the board meeting, for the presentation. That is just really amazing to watch.” Source: Marc Andreessen 🇺🇸, Chris Williamson

Mario Nawfal

400,201 görüntüleme • 1 yıl önce

After working closely with Elon Musk over the last couple of years, Marc Andreessen realized something fascinating: Elon doesn't operate like any other modern CEO. In fact, Marc argues that to find leaders who run a business the way Elon does, you have to look all the way back to the legendary industrialists of the 1800s and 1900s. We're talking about ruthless, hands-on titans like Henry Ford, Andrew Carnegie, Thomas Watson, and Cornelius Vanderbilt. What makes Elon's method so different? Pure, incredible devotion. Elon doesn't sit in a corner office looking at high-level spreadsheets. He gets deep in the trenches. He insists on talking directly to the people doing the actual work, fully understanding the nuances, and acting as the LEAD problem solver for the entire organization. Here is the exact, relentless weekly playbook Marc observed: - Elon shows up at each of his companies. - He ruthlessly identifies the absolute biggest problem they are facing that week. - He fixes it. "And then he does that every week for 52 weeks in a row, and then each of his companies has solved the 52 biggest problems that year."
1:50

After working closely with Elon Musk over the last couple of years, Marc Andreessen realized something fascinating: Elon doesn't operate like any other modern CEO. In fact, Marc argues that to find leaders who run a business the way Elon does, you have to look all the way back to the legendary industrialists of the 1800s and 1900s. We're talking about ruthless, hands-on titans like Henry Ford, Andrew Carnegie, Thomas Watson, and Cornelius Vanderbilt. What makes Elon's method so different? Pure, incredible devotion. Elon doesn't sit in a corner office looking at high-level spreadsheets. He gets deep in the trenches. He insists on talking directly to the people doing the actual work, fully understanding the nuances, and acting as the LEAD problem solver for the entire organization. Here is the exact, relentless weekly playbook Marc observed: - Elon shows up at each of his companies. - He ruthlessly identifies the absolute biggest problem they are facing that week. - He fixes it. "And then he does that every week for 52 weeks in a row, and then each of his companies has solved the 52 biggest problems that year."

Ian Miles Cheong

40,922 görüntüleme • 3 ay önce

Marc Andreessen Explains Elon Musk's Operating Method Which Has Made Him So Successful "It's just this incredible devotion from the leader of the company to fully, deeply understand what the company does ... and to be in the trenches and talking directly to the people who do the work ... and being the lead problem solver in the organization ... He goes and personally finds the engineer who actually has the knowledge about the thing and then he sits in the room with that engineer and fixes the problem with them." Full Episode: Chris Williamson Marc Andreessen 🇺🇸 Elon Musk
5:01

Marc Andreessen Explains Elon Musk's Operating Method Which Has Made Him So Successful "It's just this incredible devotion from the leader of the company to fully, deeply understand what the company does ... and to be in the trenches and talking directly to the people who do the work ... and being the lead problem solver in the organization ... He goes and personally finds the engineer who actually has the knowledge about the thing and then he sits in the room with that engineer and fixes the problem with them." Full Episode: Chris Williamson Marc Andreessen 🇺🇸 Elon Musk

Chief Nerd

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Marc Andreessen on what makes Elon impossible to compete with “I’m not aware of another CEO who operates the way he does.” Marc believes you have to go back in history to the industrialists of the late 1800s and early 1900s to find founders comparable to Elon Musk (e.g. Henry Ford, Andrew Carnegie, Thomas Watson, Andrew Mellon, Cornelius Vanderbilt). “Those guys ran very similar to the way Elon runs things… The top line thing is just this incredible devotion from the leader of the company to fully, deeply understand what the company does, to be completely knowledgeable about every aspect of it, and to be in the trenches and talking directly to the people who do the work to deeply understand the issues. And then be the lead problem solver in the organization. Basically what Elon does is he shows up every week at each of his companies, identifies the biggest problem the company’s having that week and he fixes it. He does that every week for 52 weeks in a row and then each of his companies has solved the 52 biggest problems that year.” Marc juxtaposes this process with more conventional CEOs who respond to problems with planning, meetings, and reports. The other crucial factor in Elon’s success that Marc points to is his ability to attract incredible talent: “Many of the best people in the world want to work with him because if you work with Elon the expectations are through the roof in terms of your level of performance. And he is going to know who you are and what you’ve done. He’s going to know what you’ve done this week and if you’re underperforming. And he may fire you in the meeting if you’re not carrying your weight. But if you are as committed to the company as he is, and hard working and capable, many people who have worked for him say that they had the best experience of their lives.” Marc recalls a famous line from somebody who joined SpaceX from another aerospace company and said, “It’s like being dropped into a shocking zone of competence. Everybody around me is so absolutely competent.” And lastly, as Marc argues, Elon’s technical ability is another competitive advantage versus non-technical CEOs: “When he identifies the bottleneck, he goes and talks to the line engineers who understand the technical nature of the bottleneck… He’s not asking the VP of Engineering to ask the Director of Engineering to ask the manager to ask the individual contributor to write a report that’s to be reviewed in three weeks. He doesn’t do that. What he does is he goes and personally finds the engineer who actually has the knowledge about the thing, and then he sits in the room with that engineer and fixes the problem with them. And again, this is why he inspires such incredible loyalty from especially the technical people who he works with. They’re just like, ‘Wow, if I’m up against a problem I don’t know how to solve, freaking Elon Musk is going to show up in his Gulfstream and he’s going to sit with me overnight in front of the keyboard or in front of the manufacturing line and help me figure this out.’” Video source: Chris Williamson (2024)
5:01

Marc Andreessen on what makes Elon impossible to compete with “I’m not aware of another CEO who operates the way he does.” Marc believes you have to go back in history to the industrialists of the late 1800s and early 1900s to find founders comparable to Elon Musk (e.g. Henry Ford, Andrew Carnegie, Thomas Watson, Andrew Mellon, Cornelius Vanderbilt). “Those guys ran very similar to the way Elon runs things… The top line thing is just this incredible devotion from the leader of the company to fully, deeply understand what the company does, to be completely knowledgeable about every aspect of it, and to be in the trenches and talking directly to the people who do the work to deeply understand the issues. And then be the lead problem solver in the organization. Basically what Elon does is he shows up every week at each of his companies, identifies the biggest problem the company’s having that week and he fixes it. He does that every week for 52 weeks in a row and then each of his companies has solved the 52 biggest problems that year.” Marc juxtaposes this process with more conventional CEOs who respond to problems with planning, meetings, and reports. The other crucial factor in Elon’s success that Marc points to is his ability to attract incredible talent: “Many of the best people in the world want to work with him because if you work with Elon the expectations are through the roof in terms of your level of performance. And he is going to know who you are and what you’ve done. He’s going to know what you’ve done this week and if you’re underperforming. And he may fire you in the meeting if you’re not carrying your weight. But if you are as committed to the company as he is, and hard working and capable, many people who have worked for him say that they had the best experience of their lives.” Marc recalls a famous line from somebody who joined SpaceX from another aerospace company and said, “It’s like being dropped into a shocking zone of competence. Everybody around me is so absolutely competent.” And lastly, as Marc argues, Elon’s technical ability is another competitive advantage versus non-technical CEOs: “When he identifies the bottleneck, he goes and talks to the line engineers who understand the technical nature of the bottleneck… He’s not asking the VP of Engineering to ask the Director of Engineering to ask the manager to ask the individual contributor to write a report that’s to be reviewed in three weeks. He doesn’t do that. What he does is he goes and personally finds the engineer who actually has the knowledge about the thing, and then he sits in the room with that engineer and fixes the problem with them. And again, this is why he inspires such incredible loyalty from especially the technical people who he works with. They’re just like, ‘Wow, if I’m up against a problem I don’t know how to solve, freaking Elon Musk is going to show up in his Gulfstream and he’s going to sit with me overnight in front of the keyboard or in front of the manufacturing line and help me figure this out.’” Video source: Chris Williamson (2024)

Startup Archive

1,665,952 görüntüleme • 1 yıl önce

Marc Andreessen on what makes Elon impossible to compete with “I’m not aware of another CEO who operates the way he does.” Marc believes you have to go back in history to the industrialists of the late 1800s and early 1900s to find founders comparable to Elon Musk (e.g. Henry Ford, Andrew Carnegie, Thomas Watson, Andrew Mellon, Cornelius Vanderbilt). “Those guys ran very similar to the way Elon runs things… The top line thing is just this incredible devotion from the leader of the company to fully, deeply understand what the company does, to be completely knowledgeable about every aspect of it, and to be in the trenches and talking directly to the people who do the work to deeply understand the issues. And then be the lead problem solver in the organization. Basically what Elon does is he shows up every week at each of his companies, identifies the biggest problem the company’s having that week and he fixes it. He does that every week for 52 weeks in a row and then each of his companies has solved the 52 biggest problems that year.” Marc juxtaposes this process with more conventional CEOs who respond to problems with planning, meetings, and reports. The other crucial factor in Elon’s success that Marc points to is his ability to attract incredible talent: “Many of the best people in the world want to work with him because if you work with Elon the expectations are through the roof in terms of your level of performance. And he is going to know who you are and what you’ve done. He’s going to know what you’ve done this week and if you’re underperforming. And he may fire you in the meeting if you’re not carrying your weight. But if you are as committed to the company as he is, and hard working and capable, many people who have worked for him say that they had the best experience of their lives.” Marc recalls a famous line from somebody who joined SpaceX from another aerospace company and said, “It’s like being dropped into a shocking zone of competence. Everybody around me is so absolutely competent.” And lastly, as Marc argues, Elon’s technical ability is another competitive advantage versus non-technical CEOs: “When he identifies the bottleneck, he goes and talks to the line engineers who understand the technical nature of the bottleneck… He’s not asking the VP of Engineering to ask the Director of Engineering to ask the manager to ask the individual contributor to write a report that’s to be reviewed in three weeks. He doesn’t do that. What he does is he goes and personally finds the engineer who actually has the knowledge about the thing, and then he sits in the room with that engineer and fixes the problem with them. And again, this is why he inspires such incredible loyalty from especially the technical people who he works with. They’re just like, ‘Wow, if I’m up against a problem I don’t know how to solve, freaking Elon Musk is going to show up in his Gulfstream and he’s going to sit with me overnight in front of the keyboard or in front of the manufacturing line and help me figure this out.’” Video source: Chris Williamson (2024)
5:01

Marc Andreessen on what makes Elon impossible to compete with “I’m not aware of another CEO who operates the way he does.” Marc believes you have to go back in history to the industrialists of the late 1800s and early 1900s to find founders comparable to Elon Musk (e.g. Henry Ford, Andrew Carnegie, Thomas Watson, Andrew Mellon, Cornelius Vanderbilt). “Those guys ran very similar to the way Elon runs things… The top line thing is just this incredible devotion from the leader of the company to fully, deeply understand what the company does, to be completely knowledgeable about every aspect of it, and to be in the trenches and talking directly to the people who do the work to deeply understand the issues. And then be the lead problem solver in the organization. Basically what Elon does is he shows up every week at each of his companies, identifies the biggest problem the company’s having that week and he fixes it. He does that every week for 52 weeks in a row and then each of his companies has solved the 52 biggest problems that year.” Marc juxtaposes this process with more conventional CEOs who respond to problems with planning, meetings, and reports. The other crucial factor in Elon’s success that Marc points to is his ability to attract incredible talent: “Many of the best people in the world want to work with him because if you work with Elon the expectations are through the roof in terms of your level of performance. And he is going to know who you are and what you’ve done. He’s going to know what you’ve done this week and if you’re underperforming. And he may fire you in the meeting if you’re not carrying your weight. But if you are as committed to the company as he is, and hard working and capable, many people who have worked for him say that they had the best experience of their lives.” Marc recalls a famous line from somebody who joined SpaceX from another aerospace company and said, “It’s like being dropped into a shocking zone of competence. Everybody around me is so absolutely competent.” And lastly, as Marc argues, Elon’s technical ability is another competitive advantage versus non-technical CEOs: “When he identifies the bottleneck, he goes and talks to the line engineers who understand the technical nature of the bottleneck… He’s not asking the VP of Engineering to ask the Director of Engineering to ask the manager to ask the individual contributor to write a report that’s to be reviewed in three weeks. He doesn’t do that. What he does is he goes and personally finds the engineer who actually has the knowledge about the thing, and then he sits in the room with that engineer and fixes the problem with them. And again, this is why he inspires such incredible loyalty from especially the technical people who he works with. They’re just like, ‘Wow, if I’m up against a problem I don’t know how to solve, freaking Elon Musk is going to show up in his Gulfstream and he’s going to sit with me overnight in front of the keyboard or in front of the manufacturing line and help me figure this out.’” Video source: Chris Williamson (2024)

Startup Archive

1,571,804 görüntüleme • 1 yıl önce

Marc Andreessen: Elon inspires incredible loyalty from his employees because they know he'll just sit all night with them to fix a problem. “Elon actually delegates almost everything. He's involved in the thing that is the biggest problem right now until that thing is fixed. And then, he doesn't have to be involved in it anymore, he can go focus on the next thing that's the biggest problem for that company right now. The job number one is to remove that bottleneck and get everything flowing again. I think Elon basically has universalized that concept and he basically looks at every company like it's some sort of conceptual assembly line. When he identifies the bottleneck, he goes and he talks to the line engineers who understand the technical nature of the bottleneck. If it's people on a manufacturing line, he's talking to people directly on the line. Or if that's people in a software development group, he's talking to the people actually writing the code. He's not asking the VP of Engineering to ask the Director of Engineering to ask the manager to ask the individual contributor to write a report that's to be reviewed in three weeks. He doesn't do that. He would throw them all out of the window. There's just no way he would do that. He goes and personally finds the engineer who actually has the knowledge about the thing, and then he sits in the room with that engineer and fixes the problem with them. This is why he inspires such incredible loyalty, especially from the technical people who he works with. They're like, wow, if I'm up against a problem I don't know how to solve, freaking Elon Musk is going to show up in his Gulfstream jet, and he's going to sit with me overnight in front of the keyboard or in front of the manufacturing line, and he's going to help me figure this out.” Interview of Marc Andreessen 🇺🇸 by Chris Williamson on Youtube, December 14, 2024
1:52

Marc Andreessen: Elon inspires incredible loyalty from his employees because they know he'll just sit all night with them to fix a problem. “Elon actually delegates almost everything. He's involved in the thing that is the biggest problem right now until that thing is fixed. And then, he doesn't have to be involved in it anymore, he can go focus on the next thing that's the biggest problem for that company right now. The job number one is to remove that bottleneck and get everything flowing again. I think Elon basically has universalized that concept and he basically looks at every company like it's some sort of conceptual assembly line. When he identifies the bottleneck, he goes and he talks to the line engineers who understand the technical nature of the bottleneck. If it's people on a manufacturing line, he's talking to people directly on the line. Or if that's people in a software development group, he's talking to the people actually writing the code. He's not asking the VP of Engineering to ask the Director of Engineering to ask the manager to ask the individual contributor to write a report that's to be reviewed in three weeks. He doesn't do that. He would throw them all out of the window. There's just no way he would do that. He goes and personally finds the engineer who actually has the knowledge about the thing, and then he sits in the room with that engineer and fixes the problem with them. This is why he inspires such incredible loyalty, especially from the technical people who he works with. They're like, wow, if I'm up against a problem I don't know how to solve, freaking Elon Musk is going to show up in his Gulfstream jet, and he's going to sit with me overnight in front of the keyboard or in front of the manufacturing line, and he's going to help me figure this out.” Interview of Marc Andreessen 🇺🇸 by Chris Williamson on Youtube, December 14, 2024

ELON CLIPS

193,027 görüntüleme • 1 yıl önce

Marc Andreessen: Elon inspires incredible loyalty from his employees because they know he'll sit all night with them to solve a problem. “Elon actually delegates almost everything. He's not involved in most of the things that his companies are doing. He's involved in the thing that is the biggest problem right now until that thing is fixed. And then, he doesn't have to be involved in it anymore, he can go focus on the next thing that's the biggest problem for that company right now. In manufacturing, there's this concept of the bottleneck. In any manufacturing chain, there's always some bottleneck, something that is keeping the manufacturing line from running the way that it's supposed to. Whatever the bottleneck, it's holding everything up. The job number one is to remove that bottleneck and get everything flowing again. I think Elon basically has universalized that concept and he basically looks at every company like it's some sort of conceptual assembly line. I don't need to manage everything else because everything else, by definition, is running better than that. I can go focus on that. A lot of CEOs, especially non-technical CEOs, would really struggle to implement his method. When he identifies the bottleneck, he goes and he talks to the line engineers who understand the technical nature of the bottleneck. If it's people on a manufacturing line, he's talking to people directly on the line. Or if that's people in a software development group, he's talking to the people actually writing the code. He's not asking the VP of Engineering to ask the Director of Engineering to ask the manager to ask the individual contributor to write a report that's to be reviewed in three weeks. He doesn't do that. He would throw them all out of the window. There's just no way he would do that. He goes and personally finds the engineer who actually has the knowledge about the thing, and then he sits in the room with that engineer and fixes the problem with them. This is why he inspires such incredible loyalty, especially from the technical people who he works with. They're like, wow, if I'm up against a problem I don't know how to solve, freaking Elon Musk is going to show up in his Gulfstream jet, and he's going to sit with me overnight in front of the keyboard or in front of the manufacturing line, and he's going to help me figure this out.” Interview of Marc Andreessen 🇺🇸 by Chris Williamson on Youtube, December 14, 2024
1:52

Marc Andreessen: Elon inspires incredible loyalty from his employees because they know he'll sit all night with them to solve a problem. “Elon actually delegates almost everything. He's not involved in most of the things that his companies are doing. He's involved in the thing that is the biggest problem right now until that thing is fixed. And then, he doesn't have to be involved in it anymore, he can go focus on the next thing that's the biggest problem for that company right now. In manufacturing, there's this concept of the bottleneck. In any manufacturing chain, there's always some bottleneck, something that is keeping the manufacturing line from running the way that it's supposed to. Whatever the bottleneck, it's holding everything up. The job number one is to remove that bottleneck and get everything flowing again. I think Elon basically has universalized that concept and he basically looks at every company like it's some sort of conceptual assembly line. I don't need to manage everything else because everything else, by definition, is running better than that. I can go focus on that. A lot of CEOs, especially non-technical CEOs, would really struggle to implement his method. When he identifies the bottleneck, he goes and he talks to the line engineers who understand the technical nature of the bottleneck. If it's people on a manufacturing line, he's talking to people directly on the line. Or if that's people in a software development group, he's talking to the people actually writing the code. He's not asking the VP of Engineering to ask the Director of Engineering to ask the manager to ask the individual contributor to write a report that's to be reviewed in three weeks. He doesn't do that. He would throw them all out of the window. There's just no way he would do that. He goes and personally finds the engineer who actually has the knowledge about the thing, and then he sits in the room with that engineer and fixes the problem with them. This is why he inspires such incredible loyalty, especially from the technical people who he works with. They're like, wow, if I'm up against a problem I don't know how to solve, freaking Elon Musk is going to show up in his Gulfstream jet, and he's going to sit with me overnight in front of the keyboard or in front of the manufacturing line, and he's going to help me figure this out.” Interview of Marc Andreessen 🇺🇸 by Chris Williamson on Youtube, December 14, 2024

ELON CLIPS

7,402,610 görüntüleme • 1 yıl önce

"It's like being dropped into a zone of shocking competence." Marc Andreessen on working at one of Elon Musk’s companies: "Everybody is like ultra competent... If they're not, Elon sniffs it out and fires them." "The best engineers in the world want to work for him because he's the one CEO like this who's able to work with them as a peer." "So he just has this incredible positive selection where the smartest people in the world want to work for him and anybody who can't cut it gets fired." "The world sees this as raw aggression." "But it's beyond that. It's a very systematic way of optimizing these companies to be able to take on these profound challenges and then being able to actually solve all the problems... at a speed that's just completely unmatched." Marc Andreessen 🇺🇸 with David Senra
1:00

"It's like being dropped into a zone of shocking competence." Marc Andreessen on working at one of Elon Musk’s companies: "Everybody is like ultra competent... If they're not, Elon sniffs it out and fires them." "The best engineers in the world want to work for him because he's the one CEO like this who's able to work with them as a peer." "So he just has this incredible positive selection where the smartest people in the world want to work for him and anybody who can't cut it gets fired." "The world sees this as raw aggression." "But it's beyond that. It's a very systematic way of optimizing these companies to be able to take on these profound challenges and then being able to actually solve all the problems... at a speed that's just completely unmatched." Marc Andreessen 🇺🇸 with David Senra

a16z

210,812 görüntüleme • 3 ay önce

"Working at SpaceX is like being dropped into a zone of shocking competence." "Everybody is ultra competent. If they're not, Elon sniffs it out and fires them. The best engineers in the world want to work for him because he's the one CEO like this who's able to work with them as a peer. He has this incredible positive selection where the smartest people in the world want to work for him and anybody who can't cut it gets fired. The world sees this as raw aggression. But it's beyond that. It's a very systematic way of optimizing these companies to be able to take on these profound challenges and then being able to actually solve all the problems... at a speed that's just completely unmatched." Marc Andreessen 🇺🇸 on working at one of Elon Musk's companies.
0:50

"Working at SpaceX is like being dropped into a zone of shocking competence." "Everybody is ultra competent. If they're not, Elon sniffs it out and fires them. The best engineers in the world want to work for him because he's the one CEO like this who's able to work with them as a peer. He has this incredible positive selection where the smartest people in the world want to work for him and anybody who can't cut it gets fired. The world sees this as raw aggression. But it's beyond that. It's a very systematic way of optimizing these companies to be able to take on these profound challenges and then being able to actually solve all the problems... at a speed that's just completely unmatched." Marc Andreessen 🇺🇸 on working at one of Elon Musk's companies.

David Senra

55,623 görüntüleme • 3 ay önce

Marc Andreessen explains the "Elon Method" of leadership, and it completely contradicts how most CEOs operate today. Most leaders get bogged down trying to manage every single moving part of their business. But according to Andreessen, Elon's approach is actually the exact opposite: he delegates almost everything. He isn't involved in 99% of what his companies are doing on a daily basis. Instead, his entire focus is hunting for one specific thing: The Bottleneck. In any manufacturing chain, there is always a bottleneck keeping the line from running the way it's supposed to. It could be a lack of raw materials at the beginning, or a shortage of warehouse space at the end. Whatever it is, that bottleneck is holding everything up. Job number one is to remove it and get things flowing again. Elon has universalized this concept. He looks at every company like it's a conceptual assembly line—sometimes a literal one making cars and rockets. He knows that on any given week, there is guaranteed to be one main bottleneck holding his people back. So, what’s the secret to his management paradox? He relentlessly micromanages the solution to that one specific problem. He doesn't need to manage everything else because, by definition, the rest of the company is running better than the bottleneck. Once it's fixed, he moves on to the next biggest problem. But here is the part where most non-technical CEOs would completely fail trying to replicate this method: When Elon identifies the bottleneck, he has zero patience for bureaucracy. He doesn't ask the VP of Engineering to ask the Director to ask the Manager to ask the individual contributor to write a report to be reviewed in three weeks. He would throw that entire chain of command out the window. Instead, he bypasses the middleman completely. He goes straight to the manufacturing line or the software group, personally finds the exact line engineer who actually understands the technical nature of the bottleneck, sits in a room with them, and fixes the problem together.
2:14

Marc Andreessen explains the "Elon Method" of leadership, and it completely contradicts how most CEOs operate today. Most leaders get bogged down trying to manage every single moving part of their business. But according to Andreessen, Elon's approach is actually the exact opposite: he delegates almost everything. He isn't involved in 99% of what his companies are doing on a daily basis. Instead, his entire focus is hunting for one specific thing: The Bottleneck. In any manufacturing chain, there is always a bottleneck keeping the line from running the way it's supposed to. It could be a lack of raw materials at the beginning, or a shortage of warehouse space at the end. Whatever it is, that bottleneck is holding everything up. Job number one is to remove it and get things flowing again. Elon has universalized this concept. He looks at every company like it's a conceptual assembly line—sometimes a literal one making cars and rockets. He knows that on any given week, there is guaranteed to be one main bottleneck holding his people back. So, what’s the secret to his management paradox? He relentlessly micromanages the solution to that one specific problem. He doesn't need to manage everything else because, by definition, the rest of the company is running better than the bottleneck. Once it's fixed, he moves on to the next biggest problem. But here is the part where most non-technical CEOs would completely fail trying to replicate this method: When Elon identifies the bottleneck, he has zero patience for bureaucracy. He doesn't ask the VP of Engineering to ask the Director to ask the Manager to ask the individual contributor to write a report to be reviewed in three weeks. He would throw that entire chain of command out the window. Instead, he bypasses the middleman completely. He goes straight to the manufacturing line or the software group, personally finds the exact line engineer who actually understands the technical nature of the bottleneck, sits in a room with them, and fixes the problem together.

Ian Miles Cheong

71,070 görüntüleme • 3 ay önce

BERNIE SANDERS: ELON IS A BRILLIANT INNOVATOR “I am no great fan of Elon Musk, especially in the role that he's playing right now in Trump's campaign. But is he a brilliant guy? Of course, he is. Does he work like a dog? Of course, he does. Does he come up with these incredible innovations in companies? Yes, he does. Does he deserve credit for that? Yeah. He does. But, you know, even in terms of encouraging innovation, I would hope that we are focusing on the important issues. I would love to see great innovators figure out how we build the affordable housing that we need, come up with the great drugs that we need to solve many of the terrible illnesses that plague people.” Source: Lex Fridman , Elon Musk
1:28

BERNIE SANDERS: ELON IS A BRILLIANT INNOVATOR “I am no great fan of Elon Musk, especially in the role that he's playing right now in Trump's campaign. But is he a brilliant guy? Of course, he is. Does he work like a dog? Of course, he does. Does he come up with these incredible innovations in companies? Yes, he does. Does he deserve credit for that? Yeah. He does. But, you know, even in terms of encouraging innovation, I would hope that we are focusing on the important issues. I would love to see great innovators figure out how we build the affordable housing that we need, come up with the great drugs that we need to solve many of the terrible illnesses that plague people.” Source: Lex Fridman , Elon Musk

Mario Nawfal

1,210,738 görüntüleme • 1 yıl önce

Albanese tells the press that he wants people to engage and talk to each other like he did at the start of his political career. What exactly does he think it is that people do on social media?! He then goes on to reveal the real reason for the current attack on social media which is that people have anonymity! The government doesn’t know who you are and they don’t like it! By the way…. Is he drunk??
1:39

Albanese tells the press that he wants people to engage and talk to each other like he did at the start of his political career. What exactly does he think it is that people do on social media?! He then goes on to reveal the real reason for the current attack on social media which is that people have anonymity! The government doesn’t know who you are and they don’t like it! By the way…. Is he drunk??

Miss Madeleine

267,357 görüntüleme • 1 yıl önce

Katherine Boyle says SpaceX’s legacy will be the thousands of companies that spawn from the school of Elon Musk: "What we've learned from the SpaceX story is that these kinds of companies can be built." "It is one of the most important companies in America. It's beloved by Americans across the country for what it's been able to achieve." "The legacy of SpaceX is going to be hundreds, if not thousands of companies—people who've gone to the school of Elon Musk, they've learned manufacturing and they've built companies, and built products in a way that they can take to new companies in manufacturing and defense, and drones and hypersonics—all of these other categories that SpaceX doesn't do." "We're incredibly excited about SpaceX. We're incredibly excited for what it's achieved for the American people and what it's going to lead to over the next 25 years." Katherine Boyle on FOX Business
0:37

Katherine Boyle says SpaceX’s legacy will be the thousands of companies that spawn from the school of Elon Musk: "What we've learned from the SpaceX story is that these kinds of companies can be built." "It is one of the most important companies in America. It's beloved by Americans across the country for what it's been able to achieve." "The legacy of SpaceX is going to be hundreds, if not thousands of companies—people who've gone to the school of Elon Musk, they've learned manufacturing and they've built companies, and built products in a way that they can take to new companies in manufacturing and defense, and drones and hypersonics—all of these other categories that SpaceX doesn't do." "We're incredibly excited about SpaceX. We're incredibly excited for what it's achieved for the American people and what it's going to lead to over the next 25 years." Katherine Boyle on FOX Business

a16z

658,860 görüntüleme • 3 ay önce

Asmongold calls out Hasan Piker, saying that everything he does is in service of te*orism. This is the core, in the centre of his ideology. All other values, viewpoints, and opinions come out of that ideology, and they all work to serve that ideology. That is the only thing that he will never compromise 👀😳 “Every other belief works in service to manifest the increase in Islamic te*rorism. This is what he does you guys can just listen and pay attention to this”
0:57

Asmongold calls out Hasan Piker, saying that everything he does is in service of te*orism. This is the core, in the centre of his ideology. All other values, viewpoints, and opinions come out of that ideology, and they all work to serve that ideology. That is the only thing that he will never compromise 👀😳 “Every other belief works in service to manifest the increase in Islamic te*rorism. This is what he does you guys can just listen and pay attention to this”

Prism

19,668 görüntüleme • 17 gün önce

DOUGLAS MURRAY: ELON HAS THE GUTS TO SAY THE TRUTH ON THE SITUATION IN THE UK “Jonathan Freedland of the Guardian [who called for Elon Musk to be arrested], is a very obscure figure. He is not at all known outside a small amount of the left-wing in the UK, but he has the audacity to claim that the British authority should arrest an American citizen. I mean, I don't know if Jonathan Freedman knows his history, I assume he does. He's a relatively intelligent man. But he should know that America fought quite a significant war in order that American citizens would not, in fact, be under the writ of British law. And thank goodness Elon Musk isn't. And thank goodness he has the guts to continue, like a number of the rest of us, to say, what is the truth. The reason you see so much of the media running against Elon Musk at the moment, is they recognize that his platform, Twitter, is beating all of them, or most of them, in all the stakes. And that's very scary for some of these old media who can't keep up, and don't have very many readers, like the Guardian. It's perfectly possible, that people like me, billionaires like Elon Musk, will be able to get through this era and will survive it. And I certainly plan to, and I'm sure and know that Musk does as well. But what about, as you say, the person who does not have the platform that I have or the means that Elon Musk has? What about them? As it's happening all the time at the moment in the UK, police forces that have not solved one burglary in recent years are knocking on people's doors and arresting them for Facebook posts, for retweeting things.” Source: Interview with Douglas Murray on Sky News, August 15, 2024
1:50

DOUGLAS MURRAY: ELON HAS THE GUTS TO SAY THE TRUTH ON THE SITUATION IN THE UK “Jonathan Freedland of the Guardian [who called for Elon Musk to be arrested], is a very obscure figure. He is not at all known outside a small amount of the left-wing in the UK, but he has the audacity to claim that the British authority should arrest an American citizen. I mean, I don't know if Jonathan Freedman knows his history, I assume he does. He's a relatively intelligent man. But he should know that America fought quite a significant war in order that American citizens would not, in fact, be under the writ of British law. And thank goodness Elon Musk isn't. And thank goodness he has the guts to continue, like a number of the rest of us, to say, what is the truth. The reason you see so much of the media running against Elon Musk at the moment, is they recognize that his platform, Twitter, is beating all of them, or most of them, in all the stakes. And that's very scary for some of these old media who can't keep up, and don't have very many readers, like the Guardian. It's perfectly possible, that people like me, billionaires like Elon Musk, will be able to get through this era and will survive it. And I certainly plan to, and I'm sure and know that Musk does as well. But what about, as you say, the person who does not have the platform that I have or the means that Elon Musk has? What about them? As it's happening all the time at the moment in the UK, police forces that have not solved one burglary in recent years are knocking on people's doors and arresting them for Facebook posts, for retweeting things.” Source: Interview with Douglas Murray on Sky News, August 15, 2024

Mario Nawfal

2,543,063 görüntüleme • 1 yıl önce

Why Elon didn't want to be CEO: "[Elon] is at core, an engineer and a product guy. He has this great line where he said: "I realized you couldn't be fully in control of the product unless you were also in control of the company." He says he made a moral error, early in Tesla, where he was trying to have his cake and eat it too. He wanted to control the company without running the company. And that was the 2002 to 2008 era, where Tesla was just off to a really messy start. He was providing the funding. He was chairman of the board. But Martin Eberhard was CEO. Eventually, when Tesla was on the verge of death in 2008....Elon was pushed into the position of: "I have to be CEO. I don't want to be. It comes with a lot of chores. It comes with a lot of responsibilities. But if I want this company to be successful, I have to fully internalize and take responsibility for it." And that's what he did, even though he was also in the same position at SpaceX. The fact that these companies are improbable, iconic, and that he funded and led them both in parallel...it's like running a two minute mile twice at the same time. It is such a higher degree of difficulty than most people can conceive of, and the fact that it worked is still unbelievable."
4:24

Why Elon didn't want to be CEO: "[Elon] is at core, an engineer and a product guy. He has this great line where he said: "I realized you couldn't be fully in control of the product unless you were also in control of the company." He says he made a moral error, early in Tesla, where he was trying to have his cake and eat it too. He wanted to control the company without running the company. And that was the 2002 to 2008 era, where Tesla was just off to a really messy start. He was providing the funding. He was chairman of the board. But Martin Eberhard was CEO. Eventually, when Tesla was on the verge of death in 2008....Elon was pushed into the position of: "I have to be CEO. I don't want to be. It comes with a lot of chores. It comes with a lot of responsibilities. But if I want this company to be successful, I have to fully internalize and take responsibility for it." And that's what he did, even though he was also in the same position at SpaceX. The fact that these companies are improbable, iconic, and that he funded and led them both in parallel...it's like running a two minute mile twice at the same time. It is such a higher degree of difficulty than most people can conceive of, and the fact that it worked is still unbelievable."

Ti Morse

47,497 görüntüleme • 2 ay önce

Jensen insists that all Nvidia employees work at the "Speed of Light." He wants their work to be contained only by the laws of physics. Each project must be broken down into its component tasks, and each task must have a target time-to-completion that assumes no delays, queues, or downtime. This sets the theoretical maximum: the "Speed of Light" that it is physically impossible to exceed. Jensen would reprimand subordinates who set goals that referred to what the company had already done before or what the competitors were doing in that moment. As he saw it, he needed to prevent the kind of internal rot that he observed at other companies. We will judge ourselves against the "speed of light." Not what we used to do or what other companies are doing.
0:39

Jensen insists that all Nvidia employees work at the "Speed of Light." He wants their work to be contained only by the laws of physics. Each project must be broken down into its component tasks, and each task must have a target time-to-completion that assumes no delays, queues, or downtime. This sets the theoretical maximum: the "Speed of Light" that it is physically impossible to exceed. Jensen would reprimand subordinates who set goals that referred to what the company had already done before or what the competitors were doing in that moment. As he saw it, he needed to prevent the kind of internal rot that he observed at other companies. We will judge ourselves against the "speed of light." Not what we used to do or what other companies are doing.

David Senra

17,678 görüntüleme • 4 ay önce