Bernd 03/25/2021 (Thu) 07:48:20 No.43094 del
>>43091
>His companies have a large pool of resources to draw from as well and they also have the ability to place those resources in specific places(Boeing does far more than just rockets and can't commit everything to just that).

But Boeing is also larger and richer, and can easily make subcompany for this. Even having access to engineers market doesn't mean that Musk has unlimited possibilities to do anything.

>He is an idiot and that is actually the reason for his success. He just throws money at projects taking huge risks even when they are not actually liable to see a return in the near future.

That is the reason why he is a good manager - doing crazy things and keeping company afloat. It is pretty hard to innovate anyway, if you consider the risks and trying to do only safe actions. Stagnating companies may innovate only in new forms of payment management bonuses.

>Even Tesla has only just started making a profit and that has been controversial as well(Tesla makes a large amount of money selling environmental credits)

Main error of modern management class is concentrating only about profits. Using only profits calculation you can't even build anything that doesn't provide financial gain in few years (big infrastructure for example). That is why USA uses government subsidies for anything big and nonprofitable, from dams to rockets.

Best profitable thing for modern corporation is to lay off anyone except management, outsource everything and squeeze every dollar from market by making some unreliable stuff. It isn't fair to consumers, but who cares about them? They'd buy stuff made in China that would broke in one year, when corporation would lie about "same quality control standards as in past". Boeing with its 737MAX is a fun example of this in high-tech sphere.

Personally I don't like Tesla, but their actions made automotive market moving. Even Germans who sat on the top now are slightly afraid. You actually said same things in the rest of the your message.

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