71 pages • 2 hours read
Walter IsaacsonA modern alternative to SparkNotes and CliffsNotes, SuperSummary offers high-quality Study Guides with detailed chapter summaries and analysis of major themes, characters, and more.
By April 2022, things were going well in all of Musk’s businesses: Tesla shares were up, SpaceX was successful, and the companies he had founded were worth trillions of dollars. However, Musk grew restless with this period of success. He had billions of dollars in the bank and wanted to spend it on something. So, he asked himself what product he liked, and he landed on Twitter. He told his personal manager to buy shares of the company. According to Isaacson, Twitter was “an ideal—almost too ideal—playground for Musk” (442). Twitter offered Musk a position on the board. However, he felt that too many restrictions were being placed on him; he did not want to refrain from tweeting critical thoughts about the company, so he told his manager to reject the agreement. The board sent back a revised agreement and Musk accepted.
Musk wanted to create a blockchain-based social media system that handled payments and was similar to Twitter. He mused that he could simply buy the company, take it private, and shape it to his whims. He sent Twitter an offer letter, offering to buy it for $54.20 per share in cash. Then, he tweeted out a message saying, “I made an offer” (445). Isaacson posits that Musk wanted to buy Twitter because it was the ultimate playground for him—a place where he could feel in charge, unlike in his childhood when he was bullied and beaten up on the playground.
Musk met with the Twitter executives in a diligence meeting. He began grilling the execs, pressing them on their costs and the productivity of their employees. Musk was shocked and angry at how little they knew and suggested that their lack of diligence amounted to fraud. Both in public and in private, he wavered back and forth on whether he wanted to go through with the deal.
Around Father’s Day 2022, Grimes discovered that Zilis had given birth to twins with Musk and she was outraged. At the same time, Grimes had a third child with Musk, named Techno Mechanicus Musk, nicknamed Tau. Meanwhile, Errol sent Elon a racist, conspiracy-laden email ranting about Joe Biden, Anthony Fauci, and Black leaders in South Africa.
In early 2022, Musk initiated another surge at Boca Chica, pushing for a public presentation of the Starship rocket which would show off the chopstick arms of the Mechazilla device. He also lambasted the employees for their planned timelines, declaring that all work should be speedier. He ordered another surge to outfit the Booster 7 with Raptor engines, forcing the team to complete this in one day rather than the expected 10 days.
Musk announced his plans to build Optimus, a humanoid, artificially intelligent robot, in August 2021. He exhorted his team to work faster and cut as many costs as possible on the robot. He announced that September 30, 2022, would be “AI Day,” a day that would feature a public demonstration of Optimus, Full Self-Driving, and Dojo, a supercomputer.
In the summer of 2022, Musk was unsure of how to proceed with Twitter. He could either go through with the deal or try to reprice it or somehow get out of it. Musk vacillated rapidly between different options. Twitter’s board insisted that any renegotiated deal needed to protect them from future lawsuits from Musk, but Musk refused, saying, “[w]e will hunt every single one of them till the day they die” (493). Musk considered suing to get out of the deal, but finally, his lawyers convinced him to close on it at the original price.
The Optimus team successfully executed a demonstration of the robot on AI Day. Musk was relieved and made a speech about how AI robots would usher in a “future of abundance,” one in which “there is no poverty” (500).
In 2022, Musk shifted Tesla’s focus to developing a driverless taxi, the Robotaxi. He kept insisting to his team that they should eliminate the steering wheel, side mirrors, and pedals, but his engineers pushed back. Finally, the team was able to convince him to let them include these things in the design because it would be years before full self-driving could be approved internationally.
For years, Tesla had planned to make a small, mass-market car that would sell for around $250,000. Musk put a hold on the plans in 2020, but van Holzhausen was able to convince him by 2022 that they should continue with these plans to keep growing Tesla’s profits.
Musk decided to rebrand Twitter to X.com. When he went to visit Twitter headquarters, he was cynically dismissive of Twitter’s caring culture, one that valued “psychological safety”; Musk preferred to be “hardcore” (508). He viewed Twitter as complacent, and instead valued a company culture of extreme work and urgency.
An orderly transition of Twitter to Musk’s control was planned for October 28, 2022. As part of this transition, the top Twitter leaders would resign, which would allow them to collect severance and vest their stock options. Instead, Musk devised a secret plan to avert these events. He arranged for the Twitter leaders to be fired right before they were able to resign.
Three of the Musk loyalists who helped Musk in the Twitter transition were the software engineers James Musk and Andrew Musk (Elon’s younger cousins), as well as Ross Nordeen, James’s friend. They became “the three musketeers of Musk’s takeover” (517). Musk tasked them with grading the code of all the Twitter engineers and compiling a list of who should stay. On October 28, 2022, Musk declared that he wanted to bring the number of Twitter engineers down from 2,500 to 150. He wanted to proceed with firings immediately without letting the employees receive their bonuses and option grants. However, the human resources department warned him that that would trigger fines for breach of contract and violation of California’s laws, so Musk agreed to delay the firings for a few days.
These chapters touch on The Impact of Childhood PTSD as Isaacson draws a parallel between Musk’s use of Twitter and his childhood experiences, portraying the platform as a contemporary playground where Musk seeks control and influence. The comparison highlights the psychological aspect of Musk’s engagement with social media, implying that his behavior on Twitter may be a manifestation of childhood trauma: “When he felt dinged up, cornered, bullied, either online or in person, it took him back to a place that was super painful, where he was dissed by his father and bullied by his classmates. But now he could own the playground” (458). Using the analogy of Twitter as a playground simplifies the complexities of business dealings for the reader—reinforced by Isaacson’s use of colloquial language such as “super” and “dissed”—and provides insight into Musk’s motivations.
This section continues to depict Musk’s volatile personality and decision-making. From the initiation of surges at SpaceX to the abrupt decisions regarding the Twitter acquisition, Musk’s temperament appears unpredictable and impulsive. Isaacson uses this volatility to build tension regarding the Twitter deal, portraying the decision-making process in short, sharp chapters and delaying the resolution until several chapters after its first mention. The oscillation between enthusiasm and skepticism regarding the Twitter deal exemplifies Musk’s dynamic decision-making style. Isaacson paints a portrait of a leader who thrives on unpredictability. This volatility, while sometimes contributing to Musk’s success, raises questions about the long-term sustainability and stability of his ventures.
Musk’s ability to single-handedly acquire and take private a platform as influential as Twitter underscores the unprecedented power amassed by an individual. The narrative prompts reflection on the implications of immense personal wealth, especially when coupled with the unpredictable nature of Musk’s personality. The concentration of such authority in the hands of one individual raises concerns about the unchecked influence that can accompany extraordinary financial resources.
By Walter Isaacson
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