How Tesla’s management innovations operationalize its “Deep Purpose” to save the planet

Strategy & Leadership Pub Date : 2023-07-26 DOI:10.1108/sl-07-2023-0069

S. Denning

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Abstract

Purpose Instead of merely adding a socially popular mission to its existing business goals, Tesla’s CEO Elon Musk has innovated its operations by working backwards from its mission of saving the planet by making and selling a vast number of electric cars in order to help remove a principal cause of an approaching global environmental disaster. Design/methodology/approach When Elon Musk became CEO in 2008, Tesla’s mission of saving the planet by replacing gasoline-driven cars with electric cars seemed a preposterous overreach. Findings Tesla is not only making extraordinary progress towards the accomplishment of its mission, but the mission serves as an accelerator of its business generally and its innovations in particular. Practical implications The example of CEO Musk showing up on the factory floor, and working shoulder to shoulder with the staff in teams and mobs to solve urgent bottleneck issues sets the tone of Tesla’s workplace. The overriding preoccupation with accelerating innovation is enabled by modularity in design. Originality/value A unique study of Tesla’s post-Agile management innovations by an expert on Agile teams and practices.

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特斯拉的管理创新如何实现其拯救地球的“深层目标”

特斯拉首席执行官埃隆·马斯克(Elon Musk)不仅在现有的商业目标上增加了一项受社会欢迎的使命，而是通过生产和销售大量电动汽车来拯救地球，以帮助消除全球环境灾难即将来临的主要原因，从而实现了运营上的创新。设计/方法/方法当埃隆·马斯克在2008年成为特斯拉的首席执行官时，用电动汽车取代汽油驱动的汽车来拯救地球的使命似乎是荒谬的。特斯拉不仅在实现其使命方面取得了非凡的进步，而且使命也成为其业务的加速器，特别是其创新。实际意义首席执行官马斯克出现在工厂车间，与团队和暴徒的员工并肩工作，解决紧急瓶颈问题的例子为特斯拉的工作场所奠定了基调。加速创新的首要任务是通过设计中的模块化实现的。原创性/价值一位敏捷团队和实践专家对特斯拉后敏捷管理创新的独特研究。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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Strategy & Leadership

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