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🚀 What if the exact same 5-step algorithm Elon uses to build Starships and revolutionize manufacturing could completely transform how you approach challenges in your own life? In this powerful clip from @EverydayAstronaut’s unforgettable Starbase tour with Elon Musk, he walks through his legendary process in detail — question...

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Bradford G Smith (Brad)

32,710 subscribers

13,249 Aufrufe • vor 27 Tagen •via X (Twitter)

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"If you worked at Tesla, you should know how to compete with Tesla… right?" "'Elon Musk is just a guy".' In this clip, Benjamin Bolte talks about the real uphill battle of building K-Scale Labs and why insider knowledge alone isn’t enough when you’re going up against giants like Tesla or Volkswagen. It’s a raw take on what it really feels like to build in public, with limited resources, and still go all in. If you're building something ambitious... You'll want to hear this. Listen or watch the full episode here: [Link below]

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Elon's Algorithm: 1. Make Requirements Less Dumb 2. Delete the Part or Process Step 3. Optimize 4. Accelerate 5. Automate "The Algorithm is a five step process that [Elon] installs at all his companies — it's his method for breaking bottlenecks. It starts by questioning the requirements. Question every requirement. It doesn't matter how smart the person is. Accept no requirements from departments, they must have a human name attached to them. The second step is to delete and simplify. Delete anything you possibly can. The most useful heuristic is you have to over-delete. If you aren't adding back at least 10% of what you deleted then you haven't been deleting enough. The reason to simplify is that you get both reliability and low cost. You want fewer parts and fewer lines of code. Complexity is recursive...each additional element causes more complexity and more work. Those first two steps carry 80% of the weight. Number three is optimize which is typical engineering work. The forth is accelerate which is just...go faster. And the fifth is automate. The problem is almost everybody does these five steps in reverse order."
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Elon's Algorithm: 1. Make Requirements Less Dumb 2. Delete the Part or Process Step 3. Optimize 4. Accelerate 5. Automate "The Algorithm is a five step process that [Elon] installs at all his companies — it's his method for breaking bottlenecks. It starts by questioning the requirements. Question every requirement. It doesn't matter how smart the person is. Accept no requirements from departments, they must have a human name attached to them. The second step is to delete and simplify. Delete anything you possibly can. The most useful heuristic is you have to over-delete. If you aren't adding back at least 10% of what you deleted then you haven't been deleting enough. The reason to simplify is that you get both reliability and low cost. You want fewer parts and fewer lines of code. Complexity is recursive...each additional element causes more complexity and more work. Those first two steps carry 80% of the weight. Number three is optimize which is typical engineering work. The forth is accelerate which is just...go faster. And the fifth is automate. The problem is almost everybody does these five steps in reverse order."

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.Eric Glyman says Ramp follow’s Elon Musk’s algorithm for building products: 1. Make your requirements less dumb. 2. Try very hard to delete the part or process. 3. Simplify and optimize. 4. Accelerate. 5. Automate. “What we are trying to do is take that methodology and style of thinking and ask about every dollar or hour that organizations choose to spend, and how can we build technologies that make it so you can just run your business more profitably with less effort.” “Elon's algorithm is one that has been incredibly motivating and orienting and clarifying for us.”
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.Eric Glyman says Ramp follow’s Elon Musk’s algorithm for building products: 1. Make your requirements less dumb. 2. Try very hard to delete the part or process. 3. Simplify and optimize. 4. Accelerate. 5. Automate. “What we are trying to do is take that methodology and style of thinking and ask about every dollar or hour that organizations choose to spend, and how can we build technologies that make it so you can just run your business more profitably with less effort.” “Elon's algorithm is one that has been incredibly motivating and orienting and clarifying for us.”

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Walter Isaacson reveals how Elon Musk fired 85% of Twitter's employees in three rounds and why "He brought in the engineers and figured the amount of people doing Tesla full self-driving and autopilot software was about one-tenth of what was doing software for Twitter. He said this can't be the case" "He fired 85% in three different rounds. First was firing people because they had a team from Tesla's autopilot team grading the code written in the past year. Then he fired people who didn't seem totally all in or loyal. Then another round of layoffs" "At each step, almost everybody says that's enough, it's going to destroy things. They were partly right. There was degradation of the service, but not as much as half the services I use" "He has an algorithm. Question every requirement, then delete delete delete. And the corollary, if you don't end up adding back 20% of what you deleted, you didn't delete enough in the first round" "You asked me if he overdid it. He probably overdid it by 20%, which is his formula"
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Walter Isaacson reveals how Elon Musk fired 85% of Twitter's employees in three rounds and why "He brought in the engineers and figured the amount of people doing Tesla full self-driving and autopilot software was about one-tenth of what was doing software for Twitter. He said this can't be the case" "He fired 85% in three different rounds. First was firing people because they had a team from Tesla's autopilot team grading the code written in the past year. Then he fired people who didn't seem totally all in or loyal. Then another round of layoffs" "At each step, almost everybody says that's enough, it's going to destroy things. They were partly right. There was degradation of the service, but not as much as half the services I use" "He has an algorithm. Question every requirement, then delete delete delete. And the corollary, if you don't end up adding back 20% of what you deleted, you didn't delete enough in the first round" "You asked me if he overdid it. He probably overdid it by 20%, which is his formula"

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I was among the first invited to try out Tesla Robotaxi. A series of unfortunate events resulted in me getting banned from Robotaxi for life. I hope in the future there is some type of dispute resolution process. They made me delete all video footage and the app itself. I had zero time to explain myself and was just immediately expelled from the vehicle. However, I filmed this recreation so you can see my side of the story. Hopefully Elon Musk or someone at Tesla sees this and realizes I had no ill intentions, it was just one big misunderstanding.

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Elon Musk explains his 5-step process for running companies: "First, make your requirements less dumb. Your requirements are definitely dumb. It does not matter who gave them to you. It's particularly dangerous if a smart person gave you the requirements because you might not question them enough. Everyone's wrong no matter who you are. Everyone's wrong some of the time. So make your requirements less dumb. Then try very hard to delete the part or process. This is actually very important. If you're not occasionally adding things back in, you are not deleting enough. The bias tends to be very strongly towards let's add this part or process step in case we need it. But you can basically make in-case arguments for so many things and for a rocket that is trying to be the first fully reusable rocket. There's never been a fully reusable rocket. People don't understand. This is like the holy grail of rocketry. So you've got to delete the part or process step. Super important. You can't hedge your bets. That's why the grid funds, for example, do not fall down because that's a whole extra mechanism that we don't need. Also, whatever requirement or constraint you have, it must come with a name, not a department. Because you can't ask the department. You have to ask a person. That person who's putting forward their requirement or constraint must agree that they must take responsibility for that requirement. Otherwise, you can have a requirement that basically an intern two years ago randomly came up with off the cuff and they're not even at the company anymore. These things are often just way more silly than you think. So step one, make your requirements less dumb. Step two, delete the part or process step. If you're not adding things back in 10% of the time, you're clearly not deleting enough. And then only the third step is simplify or optimize. The third step, not the first step. The reason it's the third step is because possibly the most common error of a smart engineer is to optimize a thing that should not exist. Everyone's been trained in high school and college that you've got to answer the question. Convergent logic. So you can't tell the professor your question is dumb. You'll get a bad grade. You have to answer the question. So everyone's basically, without knowing it, they've got a mental straitjacket on. They'll work on optimizing the thing that should simply not exist. And then finally, you get to step four, which is accelerate cycle time. You're moving too slowly, go faster. But don't go faster until you have worked on the other three things first. You can always make things go faster. And then the final step is automate. Now, I've personally made the mistake of going backwards on all five steps multiple times. Literally, I automated, accelerated, simplified, and then deleted. One example I've talked about before is there were these fiberglass mats on top of the Model 3 battery pack that were in between the floor pan and the battery. And it was at one point choking the battery pack production line. And I was basically living on the battery pack production line trying to fix the line. It was choking the entire Model 3 production program. So the first mistake was I tried to fix the automation, like make the robot better. So automating was a mistake. Then accelerating was a mistake. Then optimizing was a mistake. And finally, I said, what the hell are these mats for? And I asked the battery safety team, what are these mats for? Are they for fire protection or something? They said, no, they're for noise and vibration. Then I asked an NVH, a noise, vibration, harshness team, what's it for? They said fire safety. So literally, it was like being in a Dilbert cartoon. Actually, I feel like I'm in a Dilbert cartoon quite frequently. So then finally, OK, great, let's try a car with the fiberglass mats and without. And they put a microphone to both and see if you can tell the difference. In fact, I was like, which one is which? So we just deleted them and just bypassed this $2 million robot cell. It was just a complete pile of nonsense."
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Elon Musk explains his 5-step process for running companies: "First, make your requirements less dumb. Your requirements are definitely dumb. It does not matter who gave them to you. It's particularly dangerous if a smart person gave you the requirements because you might not question them enough. Everyone's wrong no matter who you are. Everyone's wrong some of the time. So make your requirements less dumb. Then try very hard to delete the part or process. This is actually very important. If you're not occasionally adding things back in, you are not deleting enough. The bias tends to be very strongly towards let's add this part or process step in case we need it. But you can basically make in-case arguments for so many things and for a rocket that is trying to be the first fully reusable rocket. There's never been a fully reusable rocket. People don't understand. This is like the holy grail of rocketry. So you've got to delete the part or process step. Super important. You can't hedge your bets. That's why the grid funds, for example, do not fall down because that's a whole extra mechanism that we don't need. Also, whatever requirement or constraint you have, it must come with a name, not a department. Because you can't ask the department. You have to ask a person. That person who's putting forward their requirement or constraint must agree that they must take responsibility for that requirement. Otherwise, you can have a requirement that basically an intern two years ago randomly came up with off the cuff and they're not even at the company anymore. These things are often just way more silly than you think. So step one, make your requirements less dumb. Step two, delete the part or process step. If you're not adding things back in 10% of the time, you're clearly not deleting enough. And then only the third step is simplify or optimize. The third step, not the first step. The reason it's the third step is because possibly the most common error of a smart engineer is to optimize a thing that should not exist. Everyone's been trained in high school and college that you've got to answer the question. Convergent logic. So you can't tell the professor your question is dumb. You'll get a bad grade. You have to answer the question. So everyone's basically, without knowing it, they've got a mental straitjacket on. They'll work on optimizing the thing that should simply not exist. And then finally, you get to step four, which is accelerate cycle time. You're moving too slowly, go faster. But don't go faster until you have worked on the other three things first. You can always make things go faster. And then the final step is automate. Now, I've personally made the mistake of going backwards on all five steps multiple times. Literally, I automated, accelerated, simplified, and then deleted. One example I've talked about before is there were these fiberglass mats on top of the Model 3 battery pack that were in between the floor pan and the battery. And it was at one point choking the battery pack production line. And I was basically living on the battery pack production line trying to fix the line. It was choking the entire Model 3 production program. So the first mistake was I tried to fix the automation, like make the robot better. So automating was a mistake. Then accelerating was a mistake. Then optimizing was a mistake. And finally, I said, what the hell are these mats for? And I asked the battery safety team, what are these mats for? Are they for fire protection or something? They said, no, they're for noise and vibration. Then I asked an NVH, a noise, vibration, harshness team, what's it for? They said fire safety. So literally, it was like being in a Dilbert cartoon. Actually, I feel like I'm in a Dilbert cartoon quite frequently. So then finally, OK, great, let's try a car with the fiberglass mats and without. And they put a microphone to both and see if you can tell the difference. In fact, I was like, which one is which? So we just deleted them and just bypassed this $2 million robot cell. It was just a complete pile of nonsense."

Founder Mode

73,366 Aufrufe • vor 4 Monaten

we all dream of those big wins in life the 100x, the multi-million dollar trade, or even just 10x of what you started with in 7 days i’ve been fortunate enough to experience a few of those over the past few years, and the reality is when you do win big, it doesn’t feel like it at all it hits for a split second, and then your brain just normalizes it it's a part of how to get there in the first place, but makes it a lot easier to lose it if you don't have the right guardrails in place and in that exact moment, you being even keeled doesn’t mean the number in front of you isn’t life changing it is this is where you have to slow down a bit, breathe, settle your mind don’t just roll it into some bullshit take some off the table, step away for a few days if you have to, funny enough, blowing let's say 10k of it on a beautiful trip to tokyo will save you so much because once you actually process what just happened, your future self will thank you for it the truth is, even if you think you’re going for a certain number, the moment you hit it, you’ll want more and more, and more anyone who's been in the same position will tell you the exact same thing ironically the people that win are addicted to winning and if you ask the same people in a year after that big win, what they regret and where are they proud of themselves? they will tell you they regretted rolling it over and giving some/all back or they are proud for switching back on the switch all of this is real, but it’s also exactly how i imagined it would feel years ago before it ever happened manifest your life, the feeling not just the number everything happens twice, first in your mind, then in reality
0:21

we all dream of those big wins in life the 100x, the multi-million dollar trade, or even just 10x of what you started with in 7 days i’ve been fortunate enough to experience a few of those over the past few years, and the reality is when you do win big, it doesn’t feel like it at all it hits for a split second, and then your brain just normalizes it it's a part of how to get there in the first place, but makes it a lot easier to lose it if you don't have the right guardrails in place and in that exact moment, you being even keeled doesn’t mean the number in front of you isn’t life changing it is this is where you have to slow down a bit, breathe, settle your mind don’t just roll it into some bullshit take some off the table, step away for a few days if you have to, funny enough, blowing let's say 10k of it on a beautiful trip to tokyo will save you so much because once you actually process what just happened, your future self will thank you for it the truth is, even if you think you’re going for a certain number, the moment you hit it, you’ll want more and more, and more anyone who's been in the same position will tell you the exact same thing ironically the people that win are addicted to winning and if you ask the same people in a year after that big win, what they regret and where are they proud of themselves? they will tell you they regretted rolling it over and giving some/all back or they are proud for switching back on the switch all of this is real, but it’s also exactly how i imagined it would feel years ago before it ever happened manifest your life, the feeling not just the number everything happens twice, first in your mind, then in reality

۟

23,017 Aufrufe • vor 2 Monaten

Lindsey and her husband are in their 30s with two daughters, and he wants to quit his job and sell their house to start a restaurant. Lindsey is concerned that he has no business plan, and she wrote in to The Ramsey Show for advice. Now, is there a way for his to live his dream without it destroying his own family and himself in the process? Yes, sure there is. You do a business plan. You go to work in a restaurant. You learn the restaurant business. You work in leadership in a restaurant, management in a restaurant. You understand purchasing in a restaurant. Then you redo your business plan, because now you’re going to be smarter. Then you start a catering business on the side. And you grow your catering business so big that you buy a food truck. And then when the food truck and catering makes you so stinking much money that you paid cash for all this without selling your home or quitting your job, three or four years from now you’ll have the money to open your first restaurant with cash. And then you’ll actually know what you’re doing.
1:26

Lindsey and her husband are in their 30s with two daughters, and he wants to quit his job and sell their house to start a restaurant. Lindsey is concerned that he has no business plan, and she wrote in to The Ramsey Show for advice. Now, is there a way for his to live his dream without it destroying his own family and himself in the process? Yes, sure there is. You do a business plan. You go to work in a restaurant. You learn the restaurant business. You work in leadership in a restaurant, management in a restaurant. You understand purchasing in a restaurant. Then you redo your business plan, because now you’re going to be smarter. Then you start a catering business on the side. And you grow your catering business so big that you buy a food truck. And then when the food truck and catering makes you so stinking much money that you paid cash for all this without selling your home or quitting your job, three or four years from now you’ll have the money to open your first restaurant with cash. And then you’ll actually know what you’re doing.

Dave Ramsey

53,267 Aufrufe • vor 1 Jahr

🚀 Episode 33 of Future Link Podcast just landed and it’s a deep dive you won’t want to miss! Ever wondered exactly how Starlink delivers crazy-fast internet from space? I break it all down — the phased array antennas in your terminal that track satellites electronically at lightning speed, the laser inter-satellite links zipping data between thousands of spacecraft like a high-speed mesh highway in orbit, and how the whole system actually works end-to-end! 🛰️⚡💡 We cover real-world impact too: its lifesaving role in Ukraine, powering seamless connectivity on cruise ships across the oceans, bringing home-like Wi-Fi to airlines at 35,000 feet, rapid disaster response when everything else fails, and so much more. Plus I share my take as a Neuralink user on the incredible future opportunities ahead — direct-to-cell, Mars connectivity, and how these technologies unlock even more human potential! 🌍✨ Watch the full detailed episode right here on X 👀 YouTube link with the complete video in the first reply! What blew your mind the most — the laser links, the phased arrays, or the real-world stories? Drop your thoughts below, I read every comment! 👇 Starlink SpaceX Elon Musk Neuralink
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🚀 Episode 33 of Future Link Podcast just landed and it’s a deep dive you won’t want to miss! Ever wondered exactly how Starlink delivers crazy-fast internet from space? I break it all down — the phased array antennas in your terminal that track satellites electronically at lightning speed, the laser inter-satellite links zipping data between thousands of spacecraft like a high-speed mesh highway in orbit, and how the whole system actually works end-to-end! 🛰️⚡💡 We cover real-world impact too: its lifesaving role in Ukraine, powering seamless connectivity on cruise ships across the oceans, bringing home-like Wi-Fi to airlines at 35,000 feet, rapid disaster response when everything else fails, and so much more. Plus I share my take as a Neuralink user on the incredible future opportunities ahead — direct-to-cell, Mars connectivity, and how these technologies unlock even more human potential! 🌍✨ Watch the full detailed episode right here on X 👀 YouTube link with the complete video in the first reply! What blew your mind the most — the laser links, the phased arrays, or the real-world stories? Drop your thoughts below, I read every comment! 👇 Starlink SpaceX Elon Musk Neuralink

Bradford G Smith (Brad)

19,949 Aufrufe • vor 1 Monat

Q: Why is company culture important? In the clip below, a16z cofounder Ben Horowitz argues that culture drives how people in your company behave on a daily basis—and particularly, how they behave when you’re not looking. Is that phone call so important I need to return it today or can it wait until tomorrow? Can I ask for a raise before my annual review? Is the quality of this document good enough or should I keep working on it? Do I have to be on time for that meeting? Should I stay at the Four Seasons or the Red Roof Inn? Should I go home at 5 p.m. or 8 p.m.? Should we discuss the color of this new product for five minutes or thirty hours? If I know something is badly broken in the company, should I say something? Whom should I tell? Is winning more important than ethics? None of these things are in your mission statement or OKRs, but they determine many important things for your company, such as how people experience your company, what you’re like to do business with, what your company is like to work at, etc. And as Ben describes, what drives the culture is all of the little behaviors and cues people take on: “this is what I have to do to succeed in this company.” Culture can feel abstract and secondary when you pit it against a concrete result that’s right in front of you, but it’s a strategic investment in the company doing things the right way when you are not looking. It’s the set of assumptions your employees use to resolve the problems they face every day. It’s how they behave when no one is looking. If you don’t methodically set your culture, then two-thirds of it will end up being accidental, and the rest will be a mistake. If you’re looking for a more in-depth guide to culture and how to build a great one, I’d recommend Ben’s book: What You Do Is Who You Are.
2:02

Q: Why is company culture important? In the clip below, a16z cofounder Ben Horowitz argues that culture drives how people in your company behave on a daily basis—and particularly, how they behave when you’re not looking. Is that phone call so important I need to return it today or can it wait until tomorrow? Can I ask for a raise before my annual review? Is the quality of this document good enough or should I keep working on it? Do I have to be on time for that meeting? Should I stay at the Four Seasons or the Red Roof Inn? Should I go home at 5 p.m. or 8 p.m.? Should we discuss the color of this new product for five minutes or thirty hours? If I know something is badly broken in the company, should I say something? Whom should I tell? Is winning more important than ethics? None of these things are in your mission statement or OKRs, but they determine many important things for your company, such as how people experience your company, what you’re like to do business with, what your company is like to work at, etc. And as Ben describes, what drives the culture is all of the little behaviors and cues people take on: “this is what I have to do to succeed in this company.” Culture can feel abstract and secondary when you pit it against a concrete result that’s right in front of you, but it’s a strategic investment in the company doing things the right way when you are not looking. It’s the set of assumptions your employees use to resolve the problems they face every day. It’s how they behave when no one is looking. If you don’t methodically set your culture, then two-thirds of it will end up being accidental, and the rest will be a mistake. If you’re looking for a more in-depth guide to culture and how to build a great one, I’d recommend Ben’s book: What You Do Is Who You Are.

Michael McGuiness

180,634 Aufrufe • vor 2 Jahren

That’s how it works. We’re all shattered in different ways. And we disconnect from our bodies and each other. We must dive in and heal those wounds—with real support—and return to our authenticity. And live a full and vibrant life. This is the only one we get. Is it time to dive in and heal? Or survive the way I did for years— -On my own -Short breaths -Living in my head -Living on the surface. There's another way. The Inner Work Community is now open for enrollment 👇👇 Dr Gabor Maté
0:22

That’s how it works. We’re all shattered in different ways. And we disconnect from our bodies and each other. We must dive in and heal those wounds—with real support—and return to our authenticity. And live a full and vibrant life. This is the only one we get. Is it time to dive in and heal? Or survive the way I did for years— -On my own -Short breaths -Living in my head -Living on the surface. There's another way. The Inner Work Community is now open for enrollment 👇👇 Dr Gabor Maté

Dr. Bob Beare

27,285 Aufrufe • vor 8 Monaten

Don’t do what I did and waste time overthinking something. I wasted 2 years of my life overthinking what bucket my content should fit in. I thought about sports, business, life experiences, prison, streets and all of the other things that I care about. I kept trying to minimize or put my life experiences in a small box as if that’s the only thing I was. I learned that there isn’t a right or wrong answer when it comes to producing content. I should be all of who I am at all times. I’m able to be multidimensional and still be real to myself. I found that out through repetition on the @itiswhatitis_talk show. My personal promise to myself is to make more content. My personal promise it to show my real life in hopes of teaching and inspiring people. I believe that my life is interesting and inspiring. I also believe that it can serve as a tool to help others. If you feel the same way be sure to let this message encourage you. Don’t fight to put yourself in a box. Maybe you were never meant to be in the box in the first place. Spread your wings…..
6:17

Don’t do what I did and waste time overthinking something. I wasted 2 years of my life overthinking what bucket my content should fit in. I thought about sports, business, life experiences, prison, streets and all of the other things that I care about. I kept trying to minimize or put my life experiences in a small box as if that’s the only thing I was. I learned that there isn’t a right or wrong answer when it comes to producing content. I should be all of who I am at all times. I’m able to be multidimensional and still be real to myself. I found that out through repetition on the @itiswhatitis_talk show. My personal promise to myself is to make more content. My personal promise it to show my real life in hopes of teaching and inspiring people. I believe that my life is interesting and inspiring. I also believe that it can serve as a tool to help others. If you feel the same way be sure to let this message encourage you. Don’t fight to put yourself in a box. Maybe you were never meant to be in the box in the first place. Spread your wings…..

Maurice Clarett

52,995 Aufrufe • vor 2 Jahren

Revel Founder & CEO Scott Morton spent 9 years working at SpaceX / Starship for Elon Musk: Biggest lesson? "Elon Musk is really good at is asking engineers to go further than they otherwise would have." i.e. Push past the first “no.” - Avoid incremental thinking. - Question every requirement & constraint. - Force one more round of thinking. - Breakthroughs often follow discomfort. Ref: Walter Isaacson's Biography on Elon: “1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. 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. 3. Simplify & optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out.” . . . Scott Morton (Scott Morton) Founder & CEO of Revel (Revel.io) "Oh man, I have so many stories. But actually, there’s a good one here. I think what Elon’s really good at is asking engineers to go further than they otherwise would have. One of the most interesting examples was the first orbital flight of Starship. We had this maneuver to separate the booster from the ship. We called it the “twig snap.” It essentially looked like a twig snapping in space, and it was a very inefficient way to do it. For the next flight, he was like, “We’re going to do hot staging,” which is where you literally start the Starship engines while it’s still connected to the booster and just blast off. Coming out of that, we all thought, “Okay, cool. We’re going to do the same exact conceptual operations for the next flight. Of course. We’re just going to go nail it this time, right?” And he was like, “No, we’re going to do hot staging on the next flight.” I was actually sitting outside. I wasn’t in the Elon meeting, but I was outside. I saw everyone walk out, and they were all just like, “Oh my God. How are we going to do this?” That week, screenshots started getting shot around. I’m sure everyone was thinking, “Oh, this is going to be really difficult.” But then, throughout the course of the week, some really awesome ideas started coming up. It started to look more and more feasible. Then it became, “How would you manufacture this? How would this all go together?” They ended up inventing, just out of nowhere, a new stage that would sit between the booster and the ship called the hot stage. It would take the blast, and then it would get ejected on reentry for the booster. It worked first shot. That’s insane. I just remember the vibes at SpaceX were like, “Oh my… how in the hell are we going to go do this?” But I think the big lesson there, and something I’ve pulled forward to Revel, is that when engineers come to you and say, “Hey, we just can’t get this to work. This is not possible,” you push them and say, “Well, why don’t you spend two more days thinking about it? Let’s see what comes up. And if nothing, we’ll think about it then.” Engineers really underestimate their ability to creatively problem-solve and come up with new ideas they otherwise never would have thought of when they’re presenting what they think is possible in the moment. I’ll say, “Okay.” They’ll say, “This just isn’t working. We don’t think this is a path.” And I’ll say, “Okay, let’s spend one more day thinking about it.” Oftentimes, there’ll be some breakthrough that no one saw coming. I don’t know how someone hasn’t made a movie about this. There are just so many stories. I mean, early Starship, back in the Hopper days, it was like…"
2:54

Revel Founder & CEO Scott Morton spent 9 years working at SpaceX / Starship for Elon Musk: Biggest lesson? "Elon Musk is really good at is asking engineers to go further than they otherwise would have." i.e. Push past the first “no.” - Avoid incremental thinking. - Question every requirement & constraint. - Force one more round of thinking. - Breakthroughs often follow discomfort. Ref: Walter Isaacson's Biography on Elon: “1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. 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. 3. Simplify & optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out.” . . . Scott Morton (Scott Morton) Founder & CEO of Revel (Revel.io) "Oh man, I have so many stories. But actually, there’s a good one here. I think what Elon’s really good at is asking engineers to go further than they otherwise would have. One of the most interesting examples was the first orbital flight of Starship. We had this maneuver to separate the booster from the ship. We called it the “twig snap.” It essentially looked like a twig snapping in space, and it was a very inefficient way to do it. For the next flight, he was like, “We’re going to do hot staging,” which is where you literally start the Starship engines while it’s still connected to the booster and just blast off. Coming out of that, we all thought, “Okay, cool. We’re going to do the same exact conceptual operations for the next flight. Of course. We’re just going to go nail it this time, right?” And he was like, “No, we’re going to do hot staging on the next flight.” I was actually sitting outside. I wasn’t in the Elon meeting, but I was outside. I saw everyone walk out, and they were all just like, “Oh my God. How are we going to do this?” That week, screenshots started getting shot around. I’m sure everyone was thinking, “Oh, this is going to be really difficult.” But then, throughout the course of the week, some really awesome ideas started coming up. It started to look more and more feasible. Then it became, “How would you manufacture this? How would this all go together?” They ended up inventing, just out of nowhere, a new stage that would sit between the booster and the ship called the hot stage. It would take the blast, and then it would get ejected on reentry for the booster. It worked first shot. That’s insane. I just remember the vibes at SpaceX were like, “Oh my… how in the hell are we going to go do this?” But I think the big lesson there, and something I’ve pulled forward to Revel, is that when engineers come to you and say, “Hey, we just can’t get this to work. This is not possible,” you push them and say, “Well, why don’t you spend two more days thinking about it? Let’s see what comes up. And if nothing, we’ll think about it then.” Engineers really underestimate their ability to creatively problem-solve and come up with new ideas they otherwise never would have thought of when they’re presenting what they think is possible in the moment. I’ll say, “Okay.” They’ll say, “This just isn’t working. We don’t think this is a path.” And I’ll say, “Okay, let’s spend one more day thinking about it.” Oftentimes, there’ll be some breakthrough that no one saw coming. I don’t know how someone hasn’t made a movie about this. There are just so many stories. I mean, early Starship, back in the Hopper days, it was like…"

Molly O’Shea

90,303 Aufrufe • vor 5 Monaten

ELON: THE MOST DIFFICULT CHOICE IN MY LIFE “I think I had maybe $30 million left - I had 2 choices, I could put it all into one company, and then the other company would definitely die, or split it between the two companies. And if I split it between the two companies, then both might die. When you put your blood, sweat, and tears into creating something or building something, it's like a child. It's like, which one am I gonna let starve to death? I couldn’t bring myself to do it - I split the money between the two. Fortunately, thank goodness they both came through.” Source: Elon Musk
0:39

ELON: THE MOST DIFFICULT CHOICE IN MY LIFE “I think I had maybe $30 million left - I had 2 choices, I could put it all into one company, and then the other company would definitely die, or split it between the two companies. And if I split it between the two companies, then both might die. When you put your blood, sweat, and tears into creating something or building something, it's like a child. It's like, which one am I gonna let starve to death? I couldn’t bring myself to do it - I split the money between the two. Fortunately, thank goodness they both came through.” Source: Elon Musk

Mario Nawfal

94,372 Aufrufe • vor 1 Jahr