According to Isaacson's biography of Musk, Musk relentlessly challenges the existence of every part in Tesla and SpaceX machines. He's willing to go too far, having to sometimes put a part back in.
Everything in the manufacturing process is also challenged to justify its existence.
This is how he managed to reduce the costs by 90%.
Isaacson’s “biographies” are glorified puff pieces. Musk is as unrecognizable in his as Jobs was in his.
Both Tesla and SpaceX had teams keeping Musk busy on bs just so that the engineering teams could do their work.
The second he took control, we got the cybertruck and the starship, the worse products both companies ever built (or attempted, in the case of the starship).
> Musk relentlessly challenges the existence of every part
This sounds insightful until you find yourself debating with the CEO for the eleventh time about how his high-school understanding of the physics involved breaks down in a particular case.
Musk is very lucky to be moving such quantities of money that his companies are big enough to protect themselves from him, if you ever wonder how Musk would fare on a tight budget, look no further than the Oceangate.
Do you remember when he bought Twitter and fired everyone, and the mass media and employee outcry was that a) the service would stop working and b) he would bankrupt the company, yet a few years later it’s massively more successful than Twitter ever was as a public business?
Regardless your thoughts on Elon, his drug habits, and his political brashness, I don’t think you can say he’s in any way close to the Oceangate guy. There is something legitimately special about him and his collective.
He also unbanned a lot of people and got Trump back, got to ride the AI wave with Grok, pushed paid subscriptions and implemented paying people for tweeting. I would argue growing the platform by bringing back people that were brought back for violating the original rules is not a win. Nor is attracting people to the platform that follow those people, Nor is riding the AI train.
And even with all of that, the new users, the AI, the paid subscriptions, None none of that actually fixed the major underlying issues that Twitter is not profitable. Jack Dorsey couldn’t fix it and neither did Elon. I think he just realized having a modern media platform he controls is more powerful than it making money. He inherited a platform built by someone else, and keeps the lights on with a skeleton crew. I don’t see that as a success
More to the point, MAUs are a measure of reach and not revenue or business health.
Looking at this from an investment standpoint (as if, e.g., I were establishing funding requirements for a pension fund or an annuity or some other such financial vehicle), MAUs are a nice to have because they can establish a counterfactual[0] for volume, but I'd be looking at the performance of X's products relative to the financial performance of X's customers buying those products (e.g., for advertisers, things like conversion and customer acquisition cost come to mind), legal exposure (because of, e.g., CSAM distribution) and other tail risks, and also whether there's an existential risk to the liberal democratic order that enables the financial vehicle I'm working with to operate at all, among other portfolio-level risks.
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0: Well, kinda. The counterfactual actually comes in when we ask questions like, "If the reach changes, what happens to the economic performance?" Relying on MAUs as a baseline measure of the reachable population based on observation enables us to establish these kinds of counterfactuals.
WalterBright · · focus · HN ↗
Everything in the manufacturing process is also challenged to justify its existence.
This is how he managed to reduce the costs by 90%.
xondono · · focus · HN ↗
Isaacson’s “biographies” are glorified puff pieces. Musk is as unrecognizable in his as Jobs was in his.
Both Tesla and SpaceX had teams keeping Musk busy on bs just so that the engineering teams could do their work.
The second he took control, we got the cybertruck and the starship, the worse products both companies ever built (or attempted, in the case of the starship).
> Musk relentlessly challenges the existence of every part
This sounds insightful until you find yourself debating with the CEO for the eleventh time about how his high-school understanding of the physics involved breaks down in a particular case.
Musk is very lucky to be moving such quantities of money that his companies are big enough to protect themselves from him, if you ever wonder how Musk would fare on a tight budget, look no further than the Oceangate.
sebmellen · · focus · HN ↗
Regardless your thoughts on Elon, his drug habits, and his political brashness, I don’t think you can say he’s in any way close to the Oceangate guy. There is something legitimately special about him and his collective.
Decabytes · · focus · HN ↗
And even with all of that, the new users, the AI, the paid subscriptions, None none of that actually fixed the major underlying issues that Twitter is not profitable. Jack Dorsey couldn’t fix it and neither did Elon. I think he just realized having a modern media platform he controls is more powerful than it making money. He inherited a platform built by someone else, and keeps the lights on with a skeleton crew. I don’t see that as a success
WalterBright · · focus · HN ↗
[dead]
pohl · · focus · HN ↗
WalterBright · · focus · HN ↗
pohl · · focus · HN ↗
frankvdwaal · · focus · HN ↗
For example, in 2021 Twitter didn't report monthly users, but "monetisable daily active users", a metric that Musk did not understand.
I think that 650 million of X comes from a report of the SEC, but it also includes just users of Grok, not just the social media section.
So it's a different type of user, over a different time period, for a different service.
nrr · · focus · HN ↗
Looking at this from an investment standpoint (as if, e.g., I were establishing funding requirements for a pension fund or an annuity or some other such financial vehicle), MAUs are a nice to have because they can establish a counterfactual[0] for volume, but I'd be looking at the performance of X's products relative to the financial performance of X's customers buying those products (e.g., for advertisers, things like conversion and customer acquisition cost come to mind), legal exposure (because of, e.g., CSAM distribution) and other tail risks, and also whether there's an existential risk to the liberal democratic order that enables the financial vehicle I'm working with to operate at all, among other portfolio-level risks.
--
0: Well, kinda. The counterfactual actually comes in when we ask questions like, "If the reach changes, what happens to the economic performance?" Relying on MAUs as a baseline measure of the reachable population based on observation enables us to establish these kinds of counterfactuals.