Elon Musk Business Quotes

I don’t know what a business is. All a company is is a bunch of people together to create a product or service. There’s no such thing as a business, just pursuit of a goal—a group of people pursuing a goal.

I don’t want to be the person who ever has to compete with Elon. You might as well leave the business and find something else fun to do. He will outmaneuver you, outthink you, and out-execute you.

Work like hell. I mean you just have to put in 80 to 100 hour weeks every week. [This] improves the odds of success. If other people are putting in 40 hour workweeks and you're putting in 100 hour workweeks, then even if you're doing the same thing, you know that you will achieve in four months what it takes them a year to achieve. Elon

How is this a business?” he asked. Later Hoffman would realize that Musk didn’t think that way. “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.

People had thrown money at green technology because it seemed like the right thing to do, not because it made business sense.

Never chase the next hot thing. Stop trying to chase the wave. You will never catch it. You always for the most part find out about that stuff too late. Instead, do what you are really passionate about, what you really love. That will position you before the wave even hits, and you will find out about whatever it is before the wave starts, before it gets hot, and that is how you take advantage.

Elon Musk (of Tesla, SpaceX, and SolarCity), Jeff Bezos (of Amazon), and Reed Hastings (of Netflix) are other great shapers from the business world. In philanthropy, Muhammad Yunus (of Grameen), Geoffrey Canada (of Harlem Children’s Zone), and Wendy Kopp (of Teach for America) come to mind; and in government, Winston Churchill, Dr. Martin Luther King, Jr., Lee Kuan Yew, and Deng Xiaoping. Bill Gates has been a shaper in both business and philanthropy, as was Andrew Carnegie. Mike Bloomberg has been a shaper in business, philanthropy, and government. Einstein, Freud, Darwin, and Newton were giant shapers in the sciences. Christ, Muhammad, and the Buddha were religious shapers. They all had original visions and successfully built them out.

Persistence is very important. You should not give up unless you are forced to give up.” No doubt, entering space is an unforgiving business to deal with but Musk mastered it. His biggest advice is to, “really pay attention to negative feedback and actively solicit it, particularly from friends... hardly anyone does that. It's incredibly helpful.

I think life on Earth must be about more than just solving problems... It's got to be something inspiring, even if it is vicarious.

miracle of modern science and business happen. Earlier

He knows that I have an empathy gene, unlike him, and it has hurt me in business,

As Page puts it, “Good ideas are always crazy until they’re not.” It’s a principle he’s tried to apply at Google. When Page and Sergey Brin began wondering aloud about developing ways to search the text inside of books, all of the experts they consulted said it would be impossible to digitize every book. The Google cofounders decided to run the numbers and see if it was actually physically possible to scan the books in a reasonable amount of time. They concluded it was, and Google has since scanned millions of books. “I’ve learned that your intuition about things you don’t know that much about isn’t very good,” Page said. “The way Elon talks about this is that you always need to start with the first principles of a problem. What are the physics of it? How much time will it take? How much will it cost? How much cheaper can I make it? There’s this level of engineering and physics that you need to make judgments about what’s possible and interesting. Elon is unusual in that he knows that, and he also knows business and organization and leadership and governmental issues.

THE RIVE BROTHERS used to be like a technology gang. In the late 1990s, they would jump on skateboards and zip around the streets of Santa Cruz, knocking on the doors of businesses and asking if they needed any help managing their computing systems. The young men, who had all grown up in South Africa with their cousin Elon Musk, soon decided there must be an easier way to hawk their technology smarts than going door-to-door. They wrote some software that allowed them to take control of their clients’ systems from afar and to automate many of the standard tasks that companies required, such as installing updates for applications. The software became the basis of a new company called Everdream, and the brothers promoted their technology in some compelling ways.

Elon is brilliant. He’s involved in just about everything. He understands everything. If he asks you a question, you learn very quickly not to go give him a gut reaction. He wants answers that get down to the fundamental laws of physics. One thing he understands really well is the physics of the rockets. He understands that like nobody else. The stuff I have seen him do in his head is crazy. He can get in discussions about flying a satellite and whether we can make the right orbit and deliver Dragon at the same time and solve all these equations in real time. It’s amazing to watch the amount of knowledge he has accumulated over the years. I don’t want to be the person who ever has to compete with Elon. You might as well leave the business and find something else fun to do. He will outmaneuver you, outthink you, and out-execute you.

During his time working for the head of strategy at the bank in the early 1990s, Musk had been asked to take a look at the company’s third-world debt portfolio. This pool of money went by the depressing name of “less-developed country debt,” and Bank of Nova Scotia had billions of dollars of it. Countries throughout South America and elsewhere had defaulted in the years prior, forcing the bank to write down some of its debt value. Musk’s boss wanted him to dig into the bank’s holdings as a learning experiment and try to determine how much the debt was actually worth. While pursuing this project, Musk stumbled upon what seemed like an obvious business opportunity. The United States had tried to help reduce the debt burden of a number of developing countries through so-called Brady bonds, in which the U.S. government basically backstopped the debt of countries like Brazil and Argentina. Musk noticed an arbitrage play. “I calculated the backstop value, and it was something like fifty cents on the dollar, while the actual debt was trading at twenty-five cents,” Musk said. “This was like the biggest opportunity ever, and nobody seemed to realize it.” Musk tried to remain cool and calm as he rang Goldman Sachs, one of the main traders in this market, and probed around about what he had seen. He inquired as to how much Brazilian debt might be available at the 25-cents price. “The guy said, ‘How much do you want?’ and I came up with some ridiculous number like ten billion dollars,” Musk said. When the trader confirmed that was doable, Musk hung up the phone. “I was thinking that they had to be fucking crazy because you could double your money. Everything was backed by Uncle Sam. It was a no-brainer.” Musk had spent the summer earning about fourteen dollars an hour and getting chewed out for using the executive coffee machine, among other status infractions, and figured his moment to shine and make a big bonus had arrived. He sprinted up to his boss’s office and pitched the opportunity of a lifetime. “You can make billions of dollars for free,” he said. His boss told Musk to write up a report, which soon got passed up to the bank’s CEO, who promptly rejected the proposal, saying the bank had been burned on Brazilian and Argentinian debt before and didn’t want to mess with it again. “I tried to tell them that’s not the point,” Musk said. “The point is that it’s fucking backed by Uncle Sam. It doesn’t matter what the South Americans do. You cannot lose unless you think the U.S. Treasury is going to default. But they still didn’t do it, and I was stunned. Later in life, as I competed against the banks, I would think back to this moment, and it gave me confidence. All the bankers did was copy what everyone else did. If everyone else ran off a bloody cliff, they’d run right off a cliff with them. If there was a giant pile of gold sitting in the middle of the room and nobody was picking it up, they wouldn’t pick it up, either.” In

It’s a bit hard to explain the whole Mars thing to investors, when it’s unclear what the business model around starting a colony on another planet will be.

Douglas Adams called The Hitchhiker’s Guide to the Galaxy. While reading the book, he came across a passage which revealed to the main character that the meaning of life was 42.

In 2012, NASA signed a contract with SpaceX to put Dragon solely in charge of refueling the international space station, as well as delivering the astronauts supplies from the surface.

Another salesman flew down to SpaceX to sell the company on some technology infrastructure equipment. He was doing the standard relationship-building exercise practiced by salespeople for centuries. Show up. Speak for a while. Feel each other out. Then, start doing business down the road. Musk was having none of it. “The guy comes in, and Elon asks him why they’re meeting,” Spikes said. “He said, ‘To develop a relationship.’ Elon replied, ‘Okay. Nice to meet you,’ which basically meant, ‘Get the fuck out of my office.’ This guy had spent four hours traveling for what ended up as a two-minute meeting. Elon just has no tolerance for that kind of stuff.” Musk could be equally brisk with employees who were not hitting his standards. “He would often say, ‘The longer you wait to fire someone the longer it has been since you should have fired them,’” Spikes said.

the autonomous-driving side of things, Alphabet (formerly Google), which has logged several million self-driving-car test miles, continues to lead the pack. At the end of 2016, it created a new business division, called Waymo, for its autonomous driving technology. In May 2017, Waymo and Lyft announced that they would work together on developing the technology, and later in the year, Alphabet invested $1 billion in the start-up. Others, like Cruise Automation (which GM acquired for $1 billion) and Comma.ai, which offers open-source autonomous driving technology in the same vein as Google’s Android mobile operating system, are chasing hard. Baidu, China’s leading Internet search company, has an autonomous-driving research center in Sunnyvale. Byton—backed by China’s Tencent, Foxconn, and the China Harmony New Energy auto retailer group—has an office in Mountain View, as does Didi Chuxing, the Chinese ride-sharing company in which Apple invested $1 billion. Many of these companies have taken not just inspiration but also talent from Tesla. Part of the value of an innovation cluster like Silicon Valley lies in the dispersal of intellectual labor from one node to the next. For instance, PayPal is well known in the Valley for producing a number of high performers who left the company to start, join, or invest in others. The so-called PayPal Mafia includes Reid Hoffman, who founded LinkedIn; Max Levchin, whose most recent of several start-ups is the financial services company Affirm; Peter Thiel, a Facebook board member and President Trump–supporting venture capitalist who cofounded “big data” company Palantir; Jeremy Stoppelman, who started reviews site Yelp; Keith Rabois, who was chief operating officer at Square and then joined Khosla Ventures; David Sacks, who sold Yammer to Microsoft for $1.2 billion and later became CEO at Zenefits; Jawed Karim, who cofounded YouTube; and one Elon Musk.

they could come in, change the business model, create connected electric cars, change the sales process, and change the way cars were manufactured. “That’s also bollocks,” Palmer concluded, steadily holding my gaze. “Complete bollocks.” “Why?” I asked. “Well, you can’t ignore a hundred and twenty-five years of history. The auto industry didn’t not learn anything.” When you put together a car, most of it is mechanical, and most of it is done by people who have spent a career working out how to do a suspension system, or a door lock, or a steering wheel, Palmer said. “And you can’t ignore that. So you’ve got to buy it. And you either buy it through a consultancy, or you buy it through recruitment, or you buy it through collaboration.” This spelled trouble for the newcomers. “The majority of those start-ups will fail because they’ll be too slow to recognize that they can’t just trash the auto industry, that there’s something relevant that they need.” So why was Jia Yueting different?

The tech start-up world from which Musk hails embraces disruption as one of its organizing principles, encouraged in part by the influential blog TechCrunch, which named its flagship conference, TechCrunch Disrupt, for the concept. Silicon Valley’s budding capitalists have long been encouraged to use their software prowess and processes to disrupt existing industries, and hence we have Facebook, which disrupted the news media industry, Airbnb, which disrupted hotels, and crowdfunding, which disrupted traditional investing. When Ted Craver asked Musk to share his thoughts on disruption with an audience of old-school electricity providers, you could see why the chairman might nervously fiddle with his pen. Could Tesla, with its emerging energy-storage business, disrupt the utilities? It might have come as some comfort to those at the conference that Musk is no fan of disruption. Indeed, he and Straubel were probably there to convince utilities to work with Tesla on energy storage projects that could benefit both parties. But the industry’s fear that it might have been on the wrong side of history would not have dissipated completely. The same was true for at least one auto industry leader. The man who, until May 2017, was CEO of the Ford Motor Company is one person who does appear to be a fan of disruption. Mark Fields, a Harvard business grad and Clayton Christensen follower, was fifty-three when he was appointed to succeed outgoing CEO Alan Mulally.

the years ahead, Tesla would also expand its vehicle fleet, adding a compact SUV, a pickup truck, a heavy-duty truck, and a small bus into the mix. The buses would be autonomous, to be summoned by smartphone app, or via buttons at existing stops. The advent of full self-driving capability, which Musk said would ultimately be safer than human-driven vehicles by an order of magnitude, would also enable a business built around car-sharing. Owners could add their cars to Tesla’s shared fleet to generate income when they weren’t using them. In cities where there weren’t enough customer-owned cars to meet the demand for such shared-use cases, Tesla would operate its own fleet—a move that would put it in direct competition with Lyft and Uber.

The guys like Straubel who had been at Tesla since the beginning are quick to remind people that the chance to build an awesome electric car had been there all along. “It’s not really like there was a rush to this idea, and we got there first,” Straubel said. “It is frequently forgotten in hindsight that people thought this was the shittiest business opportunity on the planet. The venture capitalists were all running for the hills.” What separated Tesla from the competition was the willingness to charge after its vision without compromise, a complete commitment to execute to Musk’s standards.

Thought Leadership “Elon Musk: Tesla, SpaceX, and the Quest for a Fantastic Future” Book by Ashlee Vance “Take risks now and do something bold. You won’t regret it.” - Elon Musk (CEO of SpaceX and Tesla) #smitanairjain #leadership #womenintech #thoughtleaders #tedxspeaker #technology #tech #success #strategy #startuplife #startupbusiness #startup #mentor #leaders #itmanagement #itleaders #innovation #informationtechnology #influencers #Influencer #hightech #fintechinfluencer #fintech #entrepreneurship #entrepreneurs #economy #economics #development #businessintelligence #business

Low-skilled workers tend to bid down wages for low-skilled work, which sounds bad until you remember that this lowers the cost of the products we all buy. And high-skilled workers bring us all the benefits of their ability, which includes starting new businesses (see the careers of Andrew Carnegie, PayPal’s Elon Musk, Intel’s Andy Grove, and Google’s Sergey Brin, among many others).

During a time in which clean-tech businesses have gone bankrupt with alarming regularity, Musk has built two of the most successful clean-tech companies in the world. The Musk Co. empire of factories, tens of thousands of workers, and industrial might has incumbents on the run and has turned Musk into one of the richest men in the world, with a net worth around $10 billion. The visit to

Many major automakers have established research centers in Silicon Valley to work on autonomy, including Nissan, Toyota, Mercedes, Ford, and GM. The newcomers—Apple, Lucid Motors, Faraday Future, Byton, and Nio—have made autonomy central to their business models and established software development teams in California. Che He Jia and Singulato Motors are working on the technology in Beijing and Shanghai. In the meantime, other tech companies and start-ups, such as Uber, Lyft, Comma.ai, Nauto, Luminar, Aurora, Caracal, Starsky Robotics, and Zoox, are all chasing variations of the self-driving prize, be it for cars, buses, or trucks.

Not surprisingly, Musk offered Shotwell a promotion that fall. He had gone with a conventional hire for the company’s first president two years earlier, choosing the seasoned aerospace leader Jim Maser. That experiment had failed. Perhaps, Musk reasoned, the best person for the job already worked for him. So he asked Shotwell if she wanted to manage more than just business development and legal affairs. And in December of that year, she became president of SpaceX.

Gustavo Solivellas dice: Warming...

In a world full of Elon Musks, be a Dan Price.

Surprisingly, at least to most observers, Tesla has not needed to raise any further equity since May 2019. Who needs investors—or bankers, either—when your customers are so excited about what you offer that they are willing to fund your business, with what amount to interest‐free loans, at that! As Bruce Sidlinger, already an owner of two Tesla vehicles reported, “The morning after the Roadster was announced, I put a deposit down … Elon Musk is one of our planet's great hopes. I would offer a kidney to him if he needed it.”20 Thus, here's a question for you: Can you find a way to get your customers to fund your business as generously as Musk has at Tesla? Perhaps, with the right mindset and a compelling offer, you can!

Using the Sun’s free energy via solar energy generation is a natural hedge to Electric Vehicles and households or business’s electricity needs both financially and environmentally. As such, Electric Vehicles that are paired with and recharged by Solar Energy engage in a complementary symbiotic financial and environmental hedging strategy that allows for consumers to independently power both their transportation needs and their homes or business electrical needs. In doing so, they eliminate their fossil-fuel and electricity expense dependencies while simultaneously eliminating their carbon emission output.

Fossil fuels and electrical energy are global commodities which are primarily controlled by Monopolies and Cartels.

In 2016, ten additional countries were added to the OPEC cartel to form OPEC+. These countries are Azerbaijan, Bahrain, Brunei, Kazakhstan, Malaysia, Mexico, Oman, Russia, South Sudan, and Sudan. Make no mistake. The OPEC+ Cartel was formed to exert even more monopolistic control over global fossil fuels production supply and pricing. OPEC+ now directly controls well over 80% of the world’s proven oil reserves. Therefore, every consumer in the world is subjugated to whatever prices and production OPEC+ dictate.

The singular virtue of the [Twitter] fiasco over which [Elon] Musk has presided is the possibility that the outcome will sever, at least temporarily, the American conflation of wealth with intellect. Market valuation is not proof of genius.

Frame control creates power and power attracts. BY JOSH (JETSET) KING MADRID WHAT DO KANYE WEST AND ELON MUSK HAVE IN COMMON? When you put the two together, there may be few similarities, but I believe one trait they share is the ability to control their frame, also known as frame control. Frame control is a little-known underlying phenomenon that may be one of the reasons they are so influential and successful despite the controversy. Nonetheless, they maintain their status as some of our culture's most powerful figures. The power of how we frame our personal realities is referred to as frame control. A frame is a tool that you can use to package your power, authority, strength, information, and status. Standing firm in your beliefs can persuade and influence. I first discovered frame control in 2016 after coming across the book Pitch Anything by Oren Klaff. I was hooked instantly. I was a freshman in college at UC Irvine at the time and was earning a few thousand dollars a month in my online business. In just a few short months after applying the concept of frame control in my life and business, everything changed — I started dating the girl of my dreams, cleared my first $27,000 in one month and dropped out of college to go all in on my business. Since then, I've read every book, watched every video, and studied every expert-written blog I can find on the subject. This eventually led me to obtain NLP and neuro-marketing certifications, both of which explain the underlying psychology of how our brains frame social interactions and provide techniques for controlling these frames in oneself and others in order to become more likable, influential, and lead a better life overall. Frame control is about establishing your own authority, but it isn't just some self-help nonsense. It is about true and verified beliefs. The glass half-empty or half-full frame is a popular analogy. If you believe the glass is half-empty, that is exactly what it will be. But someone with a half-full frame can come in and convince you to change your belief, simply by backing it up with the logic of “an empty glass of water would always be empty, but having water in an empty glass makes it half-full.” Positioning your view as the one that counts does take some practice because you first have to believe in yourself. You won’t be able to convince anyone of your authority if you are not authentic or if you don’t actually believe in what you’re trying to sell. Whether they realize it or not, public figures are likely to engage in frame control. When you're in the spotlight, you have to stay focused on the type of person you want the rest of the world to see you as. Tom Cruise, for example, is an example of frame control because of his ability to maintain dominance in media situations. In a well-known BBC interview, Tom Cruise assertively puts the interviewer in his place when he steps out of line and begins probing into his personal life. Cruise doesn't do it disrespectfully, which is how he maintains his own dominance, but he does it in such a way that the interviewer is held accountable. How Frame Control Positions the User as Influential or Powerful Turning toward someone who is dominant or who seems to know what they are doing is a natural occurrence. Generally speaking, we are hard-wired to trust people who believe in themselves and when they are put on a world stage, the effects of it can be almost bewildering. We often view comedians as mere entertainers, but in fact, many of them are experts in frame control. They challenge your views by making you laugh. Whether you want to accept their frame or not, the moment you laugh, your own frame has been shaken and theirs have taken over.

2. Parent CEOs push the company to grow and evolve. They take big risks for larger rewards. Innovative founders—like Elon Musk and Jeff Bezos—are always parent CEOs. But it’s also possible to be a parent CEO even if you didn’t start the business yourself—like Jamie Dimon at JPMorgan Chase or Satya Nadella at Microsoft. Pat Gelsinger, who recently took over the Intel CEO position, seems to be Intel’s first parent CEO since Andy Grove.

Then he broke into his laugh. “I was rewatching Life of Brian,” he said, referring to the Monty Python movie. He recounted the scene where a beggar complains that Jesus cured him of leprosy, making it harder for him to make a living begging: “I was hopping along, minding my own business, all of a sudden, up he comes, cures me! One minute I’m a leper with a trade, next minute my livelihood’s gone. Not so much as a by-your-leave! ‘You’re cured, mate.’ Bloody do-gooder.

Getting to Mars would cost serious money. So Musk combined, as he often did, an aspirational mission with a practical business plan.

Another salesman flew down to SpaceX to sell the company on some technology infrastructure equipment. He was doing the standard relationship-building exercise practiced by salespeople for centuries. Show up. Speak for a while. Feel each other out. Then, start doing business down the road. Musk was having none of it. “The guy comes in, and Elon asks him why they’re meeting,” Spikes said. “He said, ‘To develop a relationship.’ Elon replied, ‘Okay. Nice to meet you,’ which basically meant, ‘Get the fuck out of my office.’ This guy had spent four hours traveling for what ended up as a two-minute meeting. Elon just has no tolerance for that kind of stuff.

The guys like Straubel who had been at Tesla since the beginning are quick to remind people that the chance to build an awesome electric car had been there all along. “It’s not really like there was a rush to this idea, and we got there first,” Straubel said. “It is frequently forgotten in hindsight that people thought this was the shittiest business opportunity on the planet. The venture capitalists were all running for the hills.” What separated Tesla from the competition was the willingness to charge after its vision without compromise, a complete commitment to execute to Musk’s standards. fn1

Marketing people who made grammatical mistakes in e-mails were let go, as were other people who hadn’t done anything “awesome” in recent memory. “He can be incredibly intimidating at times but doesn’t have a real sense for just how imposing he can be,” said one former Tesla executive. “We’d have these meetings and take bets on who was going to get bloodied and bruised. If you told him that you made a particular choice because ‘it was the standard way things had always been done,’ he’d kick you out of a meeting fast. He’d say, ‘I never want to hear that phrase again. What we have to do is fucking hard and half-assing things won’t be tolerated.’ He just destroys you and, if you survive, he determines if he can trust you. He has to understand that you’re as crazy as he is.” This ethos filtered through the entire company, and everyone quickly understood that Musk meant business.

The most valuable blessing we can offer anybody is our consideration.

Elon is brilliant. He’s involved in just about everything. He understands everything. If he asks you a question, you learn very quickly not to go give him a gut reaction. He wants answers that get down to the fundamental laws of physics. One thing he understands really well is the physics of the rockets. He understands that like nobody else. The stuff I have seen him do in his head is crazy. He can get in discussions about flying a satellite and whether we can make the right orbit and deliver Dragon at the same time and solve all these equations in real time. It’s amazing to watch the amount of knowledge he has accumulated over the years. I don’t want to be the person who ever has to compete with Elon. You might as well leave the business and find something else fun to do. He will outmaneuver you, outthink you, and out-execute you. One

The path to the CEO's office should not be through the CFO's office, and it should not be through the marketing department. It needs to be through engineering and design. ~ Elon Musk

encounter

It's OK to have your eggs in one basket as long as you control what happens to that basket.

Success is 99 percent perspiration and one percent talent. The only thing that separates the winners from the losers is perseverance. Exceptional talent is only a function of hard work over time.

You have to be pretty driven to make it happen. Otherwise, you will just make yourself miserable.” – Elon Musk

once you have a properly faced question, the answer is easy to find,

a paradox that Elon is working to improve our planet at the same time he’s building spacecraft to help us leave it.

the most intelligent, but the one most responsive

I’ve learned that your intuition about things you don’t know that much about isn’t very good,” Page said. “The way Elon talks about this is that you always need to start with the first principles of a problem. What are the physics of it? How much time will it take? How much will it cost? How much cheaper can I make it? There’s this level of engineering and physics that you need to make judgments about what’s possible and interesting. Elon is unusual in that he knows that, and he also knows business and organization and leadership and governmental issues.

Watson continued: Elon is brilliant. He’s involved in just about everything. He understands everything. If he asks you a question, you learn very quickly not to go give him a gut reaction. He wants answers that get down to the fundamental laws of physics. One thing he understands really well is the physics of the rockets. He understands that like nobody else. The stuff I have seen him do in his head is crazy. He can get in discussions about flying a satellite and whether we can make the right orbit and deliver Dragon at the same time and solve all these equations in real time. It’s amazing to watch the amount of knowledge he has accumulated over the years. I don’t want to be the person who ever has to compete with Elon. You might as well leave the business and find something else fun to do. He will outmaneuver you, outthink you, and out-execute you.

make a decision not just because of the profit you will gain but because you want to do it.

Heading into 2008, the company was running out of money. The Roadster had cost about $140 million to develop, way over the $25 million originally estimated in the 2004 business plan.

principles of a problem. What are the physics of it? How much time will it take? How much will it cost? How much cheaper can I make it? There’s this level of engineering and physics that you need to make judgments about what’s possible and interesting. Elon is unusual in that he knows that, and he also knows business and organization and leadership and governmental issues.

Elon is changing the way aerospace business is done,” said NASA’s Stoker.

It took six years—about four and half more than Musk had once planned—and five hundred people to make this miracle of modern science and business happen.

Keeping your body sound is a statement of appreciation to the entire universe.

It's amazing to watch the amount of knowledge he has accumulated over the years. I don't want to be the person who ever has to compete with Elon. You might as well leave the business and find something else fun to do. He will outmaneuver you, outthink you, and out-execute you.

Right now, we track about 60 different efforts around the world to develop improved batteries and some of them hold some long-term promise. We rate all of them from one to five, where five is we should be doing business with them and one is complete BS.” Elon Musk, CEO of Tesla, Tech Insider, 10th

Why would you want to work for a defense contractor when you can work for a guy who wants to go to Mars and he’s going to move heaven and earth to make it happen? You can frame a problem in a way that’s really good for the business.

Airbus Group Ventures business to be led by Tim Dombrowski, a former partner of technology venture capital powerhouse Andreessen Horowitz. The unit’s mandate is to “invest in promising, disruptive and innovative business opportunities generated around the globe,” Airbus said on Friday. Paul Eremenko, who was director of engineering at Google’s secretive Advanced Technology and Projects organization and also worked for the Pentagon’s Defense Advanced Research Projects Agency technology incubator, will be chief executive of Airbus Group Silicon Valley technology and business innovation center, the company said. “Silicon Valley serves as a unique hub for technology breakthroughs and we see huge opportunities to learn from, and partner with the many players based there,” Airbus Chief Executive Tom Enders said in a statement. Mr. Enders has become concerned that newcomers to the industry may turn into formidable rivals to the European aerospace giant along with more traditional competitors such as Boeing Co. That’s already happening in space where entrepreneur Elon Musk’s space company, Space Exploration

It’s talk like this that thrills and amazes people in the aerospace industry, who have long been hoping that some company would come along and truly revolutionize space travel. Aeronautics experts will point out that twenty years after the Wright brothers started their experiments, air travel had become routine. The launch business, by contrast, appears to have frozen. We’ve been to the moon, sent research vehicles to Mars, and explored the solar system, but all of these things are still immensely expensive one-off projects. “The cost remains extraordinarily high because of the rocket equation,” said Carol Stoker, the planetary scientist at NASA. Thanks to military and government contracts from agencies like NASA, the aerospace industry has historically had massive budgets to work with and tried to make the biggest, most reliable machines it could. The business has been tuned to strive for maximum performance, so that the aerospace contractors can say they met their requirements. That strategy makes sense if you’re trying to send up a $1 billion military satellite for the U.S. government and simply cannot afford for the payload to blow up.

Watson continued: Elon is brilliant. He’s involved in just about everything. He understands everything. If he asks you a question, you learn very quickly not to go give him a gut reaction. He wants answers that get down to the fundamental laws of physics. One thing he understands really well is the physics of the rockets. He understands that like nobody else. The stuff I have seen him do in his head is crazy. He can get in discussions about flying a satellite and whether we can make the right orbit and deliver Dragon at the same time and solve all these equations in real time. It’s amazing to watch the amount of knowledge he has accumulated over the years. I don’t want to be the person who ever has to compete with Elon. You might as well leave the business and find something else fun to do. He will outmaneuver you, outthink you, and out-execute you. One

With SolarCity, Musk has funded the largest installer and financer of solar panels for consumers and businesses. Musk

The way Elon talks about this is that you always need to start with the first principles of a problem. What are the physics of it? How much time will it take? How much will it cost? How much cheaper can I make it? There’s this level of engineering and physics that you need to make judgments about what’s possible and interesting. Elon is unusual in that he knows that, and he also knows business and organization and leadership and governmental issues.” Some

I had several friends from law school who were very enterprising guys, much more so than the average law student. They each started businesses after practicing law at large firms for multiple years. What kind of businesses did they start? They started boutique law firms. This is completely unsurprising if you think about it. They’d spent years becoming good at delivering legal services. It was a field that they understood and could compete in. Their credentials translated too. People learn from what they’re doing and do it again on their own. It’s not just lawyers; the consulting firm Bain and Company was started by seven former partners and managers from the Boston Consulting Group. Myriad boutique investment banks and hedge funds have spun out of large financial organizations. You can see the same pattern in the startup world. After PayPal was acquired by eBay in 2002, its founders and employees went on to found or cofound LinkedIn (Reid Hoffman), YouTube (Steve Chen, Jawed Karim, and Chad Hurley), Yelp (Russel Simmons and Jeremy Stoppelman), Tesla Motors (Elon Musk), SpaceX (Musk again), Yammer (David Sacks), 500 Startups (Dave McClure), and many other companies. PayPal’s CEO, Peter Thiel, famously made a $500,000 investment in Facebook that grew to over $1 billion. In this sense, PayPal is one of the most prolific companies of recent times. But if you look at any successful growth company you’ll start to see their alumni show up doing parallel things. Former Apple employees founded or cofounded Android, Palm, Nest, and Handspring, companies that revolve around devices. Former Yahoo! employees founded Ycombinator, Cloudera, Hunch.com, AppNexus, Polyvore, and many other web-oriented companies. Organizations give rise to other organizations like themselves.

If Tesla was positioning itself to build battery packs and sell them as part of solar panel systems, they should control the entire customer experience. To board members such as Gracias, it crystallized the understanding that they were moving into a new era for the company: the electricity storage business.

Some short sellers, feeling the pressure, will begin to gang up together to attack a company—through the media, online investor forums, and, increasingly, on Twitter—all as part of an effort to change the narrative of a company, to highlight the negatives around its business or reveal a failing that normal investors may not recognize. Essentially, they’re trying to scare investors and drive a targeted stock price down.

In 2015, JB Straubel, Tesla’s CTO, developed yet another new line of business for the automaker, selling large battery packs for home and commercial spaces, which appealed to solar customers eager to capture the energy they were creating by day to use at night.

Large corporations now owned dozens, if not hundreds, of franchises. AutoNation Inc., a publicly traded car seller based in Florida, was the largest with 265 franchises in the U.S., selling everything from Chevrolet to BMW. In 2012, AutoNation employed 21,000 people (compared to the 2,964 full-time workers at Tesla). Its largest shareholder was Microsoft co-founder Bill Gates, who invested $177 million in the business that year. The company generated $8.9 billion in revenue off the sale of more than a quarter of a million new vehicles.

Elon Musk said if you can't see millions in your imagination you can't see them in your bank balance business and investing is the only way to make millions of dollars. here is a website mrjid.com) that teaches only about business investing the strategy of Elon musk is he always find new ideas business ideas and investing ideas so the point is if you to become a millionaire you have to invest. yeah again you have to invest

After more than 30 years in the middle of it, we could tell you stories. The best you can hope for in the news business at this point is the freedom to tell the fullest truth that you can. But there are always limits. And you know that if you bump up against those limits often enough, you will be fired for it

The audacity of Elon Musk to ask for $100,000 to reserve a yet‐to‐be built Roadster, or a more modest sum for a new Model 3. The courage of John Erceg to keep spending every spare euro to buy more AdWords. The personal conviction of both that they were on sound paths. The trust that Jay Gupta built with his suppliers. The self‐belief of all three that, in the end, they would do what it takes to survive and succeed, no matter the prior odds. It's your own personal attributes—your mindset—that make this kind of “ask for the cash” funding possible. These attributes—audacity, courage, trustworthiness, faith in oneself—are not part of everyone's personality, to be sure. Setting forth on an entrepreneurial path, whether from your garage or within an established business, is not for everyone, either. But if the entrepreneurial path is one you wish to pursue, in one way or another, there's no better or more hospitable way to finance your journey than by finding a need that's so compelling for your customers that they'll pay you up front, and finding suppliers that will take payment later, if only because they trust you and they believe you'll bring value to their business, too.

Jamie Dimon of JPMorgan, Mark Zuckerberg of Facebook, Jack Dorsey formerly of Twitter, Tim Cook of Apple, Elon Musk of Tesla—all these business leaders regularly attend their companies’ quarterly calls. Let’s take a concrete example. Chevron, one of the world’s largest oil companies, had revenues of about $140 billion and a market value of about $190 billion in 2019. The management held a conference call for investors and analysts on January 31, 2020, to highlight its performance.20 The analysts and investors asked twenty-nine questions. What percentage of these do you think were about the future? More than 70 percent.

What’s more, SolarCity is a key part of what can be thought of as the unified field theory of Musk. Each one of his businesses is interconnected in the short term and the long term. Tesla makes battery packs that SolarCity can then sell to end customers. SolarCity supplies Tesla’s charging stations with solar panels, helping Tesla to provide free recharging to its drivers. Newly minted Model S owners regularly opt to begin living the Musk Lifestyle and outfit their homes with solar panels. Tesla and SpaceX help each other as well. They exchange knowledge around materials, manufacturing techniques, and the intricacies of operating factories that build so much stuff from the ground up.

The really great entrepreneurs are good at seeing the big picture without losing site of the details.

I’ve always enjoyed the story of how Elon Musk started SpaceX, and although my own journey has been quite different, I can relate to his determination, his business mindset, and the idea of First Principles. When you look at things from a certain perspective, the impossible becomes possible. Lessons about First Principles from SpaceX The one major distinction that sets Elon Musk apart from other entrepreneurs is that he simply doesn’t allow the possibility of failure as a viable option.

Do not be afraid of embarrassment when pursuing your goal. You will be glad you hung around when everyone else faltered.

An intolerance of bureaucracy Small companies feel different to big ones. I have worked at both. In large companies, if I am travelling for work I will be forced to use some admin staff to book a hotel with a corporate travel provider. Perhaps eight e-mails will be sent to me with various approval chains and updates, my boss will be asked to agree, a business reason is noted. Some systems will talk to others, and my assistant will orchestrate the whole thing. It will take perhaps 10 minutes of my time, 30 minutes of my assistant’s, and likely an hour of other people’s in back offices. All this to book a hotel stay for $200 that on the Hotel Tonight app I could book in around three seconds and for $100 cheaper. Why is it I can call an hour-long meeting with 20 people, costing perhaps $2,500 of time and nobody cares, but I need to ensure I use approved agents to get a hotel room? Every company, large and small, needs to reject bureaucracy and busy work. We worry a lot about seniority and protocol, but often it is an excuse. I love a memo sent out by Elon Musk, in which he says: ‘Anyone at Tesla can and should e-mail/talk to anyone else according to what they think is the fastest way to solve a problem for the benefit of the whole company. You can talk to your manager’s manager without his permission, you can talk directly to a VP in another department, you can talk to me.’ He goes on to say, while realizing the challenge and opportunity ahead and what they have against them, ‘We obviously cannot compete with the big car companies in size, so we must do so with intelligence and agility’ (Bariso, 2017). Get better at knowing when to call and when to e-mail, when to pop over for a chat, which partner meetings to never accept. A lack of bureaucracy doesn’t mean chaos, it’s about focusing on the best way to make a difference and sometimes that means anarchically barging into a meeting to get someone to make a decision. I often think teams are too big. We’ve long heard about two pizza teams, but let’s be more flexible. Tom Peters talks about the need to recruit the very best talent and pay the world’s best compensation. Steve Jobs was widely reported to have stated that a small number of A+ people can outperform any large teams of B players (Keller and Meaney, 2017). I see a lot of time and energy spent bringing people into the loop, people being part of things to look important and not adding clear value.

SolarCity is a key part of what can be thought of as the unified field theory of Musk. Each one of his businesses is interconnected in the short term and the long term. Tesla makes battery packs that SolarCity can then sell to end customers. SolarCity supplies Tesla’s charging stations with solar panels, helping Tesla to provide free recharging to its drivers. Newly minted Model S owners regularly opt to begin living the Musk Lifestyle and outfit their homes with solar panels. Tesla and SpaceX help each other as well. They exchange knowledge around materials, manufacturing techniques, and the intricacies of operating factories that build so much stuff from the ground up.

the tough thing is figuring out what questions to ask, but that once you do that, the rest is really easy.

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On one of the Zoom calls, some of the advertisers could be seen folding their arms or signing off. “What the fuck?” one of them muttered. Twitter was supposed to be a billion-dollar business, not an extension of Elon Musk’s flaws and quirks.