Central Theme
Spencer Penn, founder of LightSource, shares distinct leadership insights gained from working at both Tesla and Waymo. He contrasts the organizational structures and decision-making styles of the two tech giants and explains how he integrates specific elements from each into his own startup culture.
Tesla: The “King” Model
- Organizational Structure: Tesla is described as a flat organization with few layers between junior staff and the CEO. However, the power dynamic is strictly vertical. Elon Musk acts as a “king” whose approval is necessary for execution, which can create bottlenecks given his limited time.
- Product Obsession: Musk remains deeply involved in product details (e.g., paint textures), contrasting with CEOs who distance themselves from the product. This focus drives the company forward.
- Risk and Ambition: Tesla thrives on high-risk bets and overly ambitious goals (“shooting for the moon”). Musk signals extreme dedication, often sleeping at the factory to solve issues—a trait Penn mimics regarding visibility and hard work, though he prioritizes better rest habits.
Waymo: The “Slime Mold” Model
- Organizational Structure: Waymo operates with a vertical hierarchy inherited from Google, but possesses a horizontal power structure.
- Distributed Innovation: The culture is compared to “slime mold,” where ideas spread organically. Individual contributors are given the freedom to roam and experiment, allowing innovation to bubble up from the bottom rather than just the top.
- Creativity vs. Efficiency: While this approach can lead to duplicative work, it generates high creativity. Penn utilizes this lesson by delegating innovation to his team, trusting them to find new opportunities through experimentation.
Conclusion
Penn aims to balance the two philosophies: maintaining the intense product focus and visible leadership of Tesla, while adopting Waymo’s approach of empowering individual employees to drive creativity and innovation.
Mentoring question
Reflecting on your current leadership style, do you lean more towards the ‘King’ model (centralized, decisive control) or the ‘Slime Mold’ model (distributed, bottom-up innovation), and what adjustments could improve your team’s performance?